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| environment is unpredictable |
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| Is the process of coping with uncertainty by formulating future courses of actions to achieve specified results. |
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| – A manager’s attempts to predict the effects of a specific environmental changes or events on his or her organization |
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| – Is the inability to predict the consequences of a particular decision or organizational response. |
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| – Is the process of determining how to pursue the organization’s long term goals with the sources expected to be available. |
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| Is the process of determining the contributions that subunits can make with allocated resources. |
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| – is the process of determining how specific tasks can best be accomplished on time with available resources. |
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| MBO (Management By Objectives) |
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| – is a comprehensive management system based on measurable and particpatively set objectives. |
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| Are charts that force people to consider all relevant links in a particular endeavor, as well as their proper sequence. They do not indicate a time dimension and are not practical for complex endeavors in which several activities take place at once. |
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| – Is a graphical scheduling technique historically used in production operations. It is easy specify the amount of time spent on a particular project, but it is a cumbersome method to chart complex projects. |
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| PERT (Program Evaluation and Review Technique) – |
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| is a graphical sequencing and scheduling tool for large, complex, and non-routine projects. Developed by the U.S. Navy in 1958. |
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| – Is a study that measures the point where the level of sales at which the firm neither suffers nor realizes a profit. |
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| Are contractual costs that must be paid regardless of the level of output or sales. Typical examples include rent, utilities, insurance premiums, staff salaries, and so on. |
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| – Are costs that vary directly with production and sales. Some costs remain the same, but as production increases, these costs accumulate. Some costs are a function of time and _____ costs are a function of volume. |
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| is the selling price per unit minus the variable costs per unit. Above the break-even point, _______ contributes to profits. |
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| Is the ongoing process of ensuring a competitively superior fit between an organization and its changing environment. In a manner of speaking, ______ is management on a grand scale, management of the “ big picture.” |
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| - Has been defined as an integrated and externally oriented perception of how the organization will achieve its mission. |
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| – the concept that the whole is greater than the sum of its parts. That is, That is the “1+1=3” effect. |
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| – Is the ability to provide unique and superior value to the buyer in terms of product quality, special features, or after-sale services. |
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| – Is how the organization’s mission will be accomplished. They are derived from careful situational analysis of the organization and its environment. |
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| Is a technique for matching organizational strengths and weaknesses using a SWOT analysis. (SWOT, Strength, Weaknesses, Opportunities, Trends). |
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| Is a hypothetical extension of a past pattern into the future. This is the based that past events will continue into the present future. |
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| Exists when there is no doubt about the factual basis of a particular decision, and its outcome can be predicted accurately. |
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Term
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| – Is said to exists when a decision must be made on the basis of incomplete but reliable factual information. |
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| is the tendency to evaluate positively presented information favorably and negatively presented information unfavorably. |
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Term
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| – is when people get locked into losing courses of action to avoid the embarrassment of quitting or admitting error. |
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| – Are decisions that are repetitive and routine. Examples include hiring decisions in a hospital, supply reorder decisions, and so on. |
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| Nonprogrammed decisions – |
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| Are decisions made in complex, important, and nonroutine situations, often under new and largely unfamiliar circumstances. Examples include with whether to merge with an existing company and so on. |
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| This is the decision to settle for a solution that is good enough. |
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Term
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| – Is the cooperative and coordinated social system of two or more people with a common purpose. |
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Term
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| – It was Max Weber and was intended as a good program and ended up being a bad program because of its lack of flexibility. As it becomes larger it becomes less flexible. |
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Term
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| – Is the idea that for someone to be a leader they have to be accepted as a leader by their subordinates. This replaces the olds ways of placing people above folks with having the organization’s leader being elected by its peers. |
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Term
| Organizational effectiveness |
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Definition
| – can be defined as being effective, effeicient, and satisfying today, while adapting and developing in the intermediate future; and surviving in the long term. |
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| – is the collection of shared (stated or implied) beliefs, values, rituals, stories, myths, and specialized language that foster a feeling of community among organization members. |
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| Organizational socialization – |
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| is the process through which outsiders are transformed into accepted insiders. It helps newcomers to integrate into the organizational culture. |
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