Term
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Definition
-Concerned with needs of subordinates
-Motivate individuals to accomplish goals
-Establish a common focus
-Agreeable |
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Term
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Definition
-Restrict flow of ideas between subordinates and the top
-Subordinates not given due credit
-Self-Interested
-No clear plan to achieve goals |
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Term
| Trait Theories of Leadership |
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Definition
-Old view that personality traits stable over time explained effectiveness as leader
-Little empirical support
-Great Person Theory
-Charismatic Leadership Theory |
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Term
| Behavior-Based Theories of Leadership |
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Definition
-Behaviors associated with Fair leaders
-Fair Minded
-Comprehension of public role of leadership
-Flexibility in leadership style |
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Term
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Definition
-Equality
-Status Quo
-Equity
-Need Based |
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Term
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Definition
-Consistently applied rules
-Impartial decision making
-People treated with dignity, respect
-Outcomes perceived as fair are accepted more readily |
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Term
| Corporate/Organizational Social Responsibility |
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Definition
-Enlightened Self-Interest
-Stewardship |
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Term
| Responses to OSR related Crises |
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Definition
-Destructive
-Obstructive
-Proactive
-Accommodative |
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Term
|
Definition
-Coercive
-Authoritative
-Pacesetting
-Coaching
-Affiliative
-Democratic |
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Term
|
Definition
-Formal Structural Power
-Formal/Position Power
-Rewards/Promise Power
-Coercion/Threat Power
-Personal Sources
-Persuasive Power
-Information/Expert Power
-Referent Power |
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Term
| Conditions for fostering Organizational Politics |
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Definition
- Uncertainty
- Limited Resources |
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Term
|
Definition
| Forward looking statement identifying a firm's long-term status |
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Term
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Definition
| Declaration of fundamental values and purpose of firm |
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Term
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Definition
Arenas
Staging Economic Logic Vehicles
Differentiators |
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Term
|
Definition
Internal:
-Strengths
-Weaknesses
External:
-Opportunities
-Threats |
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Term
|
Definition
Environments:
-Political
-Economic
-Socio-Cultural
-Technological
-Legal |
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Term
| Sources of Competitive Advantage |
|
Definition
-Product Differentiation
-Low-Cost Product |
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Term
| Impact of Historical Strategy |
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Definition
-Analyze the changes that occurred
-Determine the variables at work
-Make appropriate changes going forward |
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Term
| Definition: Organizational Structure |
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Definition
formal configuration between groups and individuals regarding the allocation of:
-Tasks
-Authority
-Responsibility |
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Term
| Dimensions of Structure Revealed by Organizational Chart |
|
Definition
-Chain of Command
-Tall vs. Flat
-Division of Labor
-Span of Control
-Wide vs. Narrow |
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Term
| Dimensions of Structure NOT revealed by Organizational Chart |
|
Definition
-Formalization
-Centralization vs. Decentralization |
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Term
| Advantages of Centralization |
|
Definition
-Decisions made with "Big Picture" in mind
-Faster decisions |
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Term
| Advantages of Decentralization |
|
Definition
-Creates Leaner Organization
-Decisions made by those closest to the problems |
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Term
|
Definition
-Efficiency
-Coordination
-Adaptability/Flexibility |
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Term
|
Definition
-Functional
-Divisional
-Hybrid
-Matrix
-Virtual
-Modular |
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Term
|
Definition
-Grouping by skills, tasks, field, etc.
-Cost-based Budget
-Strengths
-Economies of Scale
-In-depth skill development
-Use less expense and labor
-Weaknesses
-Slow Decision making
-Poor inter-unit coordination |
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Term
|
Definition
-Grouping by product line, geography, segment ,etc.
-Strengths
-Adaptability to differences among divisions
-Faster decision making
-Weaknesses
-Reduced economies of scale
-Competition between divisions |
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Term
|
Definition
-Grouping by Function and Division
-Strengths
-Coordination
-Suited for complex, changing environments
-Weaknesses
-Dual Authority
-Accountability unclear
-Time consuming |
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Term
|
Definition
-Outsource core functions
-Each participant contributes only core competencies
-eg. Movie making |
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Term
|
Definition
| Outsource non-core functions |
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Term
|
Definition
-Top-down directives
-Minimize dependence on humans as they are risk factors
-Effectiveness evaluated on performance standards set at top |
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Term
|
Definition
-Draw from human expertise
-Effectiveness evaluated on a design's usefulness to others |
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Term
|
Definition
-Communication
-Advice
-Trust |
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Term
|
Definition
| -Resources available through personal & business relationships |
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Term
|
Definition
-Foster trust and cooperation
-Limited autonomy and no novel information |
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Term
|
Definition
-New information and Autonomy
-Risky and dependent on connectors |
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Term
|
Definition
-Central Connector
-Boundary-Spanner
-Information Broker
-Peripheral Specialist |
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Term
|
Definition
-Internal Integration
-External Adaptation |
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Term
| Iceberg Metaphor of Culture |
|
Definition
Visible:
-Artifacts: used to infer about company's culture
Not Visible:
-Values: beliefs about management and business practices
-Assumptions: aspects of life that underlie values |
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Term
|
Definition
-Coordination
-Commitment
-Channeling |
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