Principles of Management: Test 2
Unfreezing
individuals must be shown why the change is necessary
refreezing
involves reinforcing and supporting the change so that it becomes a permanent part of the system
Certainty in Decision Making
a condition in which the decision maker knows with reasonable certainty what the alternatives are and what conditions are associated with each alternatives
Non-programmed decisions
a decision that is relatively unstructured and occurs much less often than a programmed decision
organizational structure
a formal system of task and reporting relationships that coordinates and motivates organizational members so they work together to achieve organizational goals
external reason for change
come from organizations general and task environment
Intuition Judgement
feelings, beliefs, and hunches that come readily to mind and require little effort and information gathering and result in on spot decisions
Product Departmentalization
grouping activities around products or product groups
Functional Departmentalization
grouping jobs involving the same or similar activities
Location Departmentalization
grouping jobs on the basis of defined geographic sites or areas
Chain of Command
a clear and distinct line of authority among the positions in an organization
product innovation
changes in physical characteristics and performance of existing products or services
process innovation
changes in the way products or services are manufactured, created, or distributed
Authority
the power or right to give orders, make decisions, and enforce obedience.
Delegation
the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy
Steps of classical model
1. Recognize and define the decision situation 2. Identify appropriate alternatives 3. Evaluate each of the alternatives 4. Select the best alternative 5. Implement the chosen alternative 6. Follow up and evaluate results of decision
Risk in Decision Making
A condition in which the availability of each alternative and its potential payoffs and costs are all associated with probability estimates
Uncertainty in decision making
A condition in which the decision maker does not know all the alternatives, the risks associated with each, or the likely consequences of each alternative
Administrative model of decision making
A descriptive approach, recognizing that people do not always make decisions with logic and rationality, that outlines how managers actually do make decisions; also known as the organizational, neoclassical, or behavioral model.
Job enrichment
A motivational strategy that emphasizes motivating the worker through the job itself.
Classical Model of Decision Making
A prescriptive approach to decision making based on the assumption that the decision maker can identify and evaluate all possible alternatives and their consequences and rationally choose the most appropriate course of action.
job characteristics approach
An alternative to job specialization that suggests that jobs should be diagnosed and improved along five core dimensions, taking into account both the work system and employee preferences
team organization
An approach to organization design that relies almost exclusively on project-type teams, with little or no underlying hierarchy
flat organization
Wide spans of control, higher levels of employee morale and productivity, more administrative and supervisory responsibility because there are fewer managers
job enlargement
broadening the types of tasks performed in a job
learning organization
Facilitates the learning of its members and continuously transforms itself as a company continually learning and developing.
Customer Departmentalization
Grouping activities to respond to and interact with specific customers or customer groups
Tall organization
Narrow spans of control, foster more communicate problems, expensive due to large number of managers involved
job rotation
Systematically moving workers from one job to another in an attempt to minimize monotony and boredom
Job Specialization
The degree to which the overall task of the organization is broken down and divided Into smaller component parts
Organizational Design
The process of constructing and adjusting an organization's structure to achieve its business strategy and goals
Decentralization
The process of systematically delegating power and authority throughout the organization to middle and lower-level managers
Centralization
The process of systematically retaining power and authority in the hands of higher-level managers
Radical Innovation
a new product, service, or technology that completely replaces an existing one
incremental innovation
a new product, service, or technology that modifies and existing one
reactive change
a piecemeal response to circumstances as they develop
virtual organization
an approach to organization design that relies on little to no formal structure
Organizational Change
any substantive modification to some part of the organization
Internal reason for change
cause the organization to change its structure and strategy
planned change
change that is designed and implemented in an orderly and timely fashion in anticipation of future events
programmed decisions
decision that is relatively structured or recurs with some frequency (or both)
Reasoned Judgement
reasons that require time and effort and result from careful information gathering, generation of alternatives, and evaluation of alternatives
decison making
the act of choosing one alternative from among a set of alternatives
implementation
the change itself is implemented
Span of control
the number of subordinates who report directly to a manager