MBA 600 MG
Strengths
Natural talents reinforced through learning and practice
Management by Objectives (MBO)
a system whereby managers and employees define goals for every department, project, and person and use them to monitor subsequent performance
Mission
the organization's reason for existence
Big hairy audacious goals (BHAG)
goals that are so big, inspiring, and outside the prevailing paradigm that they hit people in the gut and shift their thinking
delegating
The ___ leadership style involves giving employees responsibility for making decisions and implementing them.
BCG Matrix
The ___ organizes businesses along two dimensions -- business growth rate and market share
responsibility
When your manager assigns you a task, you have the ___ to carry out that task as assigned.
Centralized planning
decisions are not taken independently at local level, but holistically at a more central level
Contingency plans
Define company responses to be taken in the case of emergencies, setbacks, or unexpected conditions
exercising influence
When a manager uses relationships and formal authority to cause other people in the organization to change their behavior, the manager is ___
transactional
A ___ leader provides employees with appropriate rewards for a job well done
technology
A cafeteria's microwave ovens, its short-order cooks' skills, and its process for setting up the salad bar with fresh vegetables are all part of its ___
ability; willingness
A follower's readiness is based on his or her ___ and ___ to do the work.
an interactive leader
A leader who is more about collaboration than command and control would be said to be ___
1. High focus on the customer 2. Strong coordination across functional areas
Advantages of a divisional structure
virtual network structure
An organization with a ___ has a small core of direct employees and contracts with other organizations to perform much of the work, thus having the ability to respond quickly to a changing environment.
vertical
As an organization becomes more mechanistic, its communication flow becomes more ___
crisis planning
At a company located in California, the management team engages in ___ to develop detailed plans in case of a devastating earthquake.
centralized
During a time of crisis, an organization may become more ___, placing more decision-making authority near the top of the organization.
task-oriented
Fiedler's Contingency Model states that ___ leaders perform best in very unfavorable situations.
Organic, decentralized
For the back of the house, where many employees from dishwasher and prep cook to sous-chef and head chef work to prepare dishes to order, which structure is the best fit?
Technical complexity
How much a manufacturing business uses machinery instead of people to produce goods
reengineering
In a ___ effort, Hallmark reimagined and redesigned the way in which it brought new cards to market, cutting the time from three years to less than one year.
Strategic management
Making decisions and taking actions to achieve a superior fit between the organization and its environment
Leadership
Management or Leadership: Communicating a vision to employees
Strengths (Internal) Weaknesses (Internal) Opportunities (External) Threats (External)
Name the 4 components of SWOT analysis
1. Set goals 2. Develop action plan 3. Review progress 4. Appraise overall performance
Name the 4 steps of the MBO Process
manager
Sam believes in rewarding his employees for their hard work. He is acting as a ___ when he processes their merit raises promptly on their hire date anniversaries.
have high ability and high willingness
The delegating leadership style tends to work best with subordinates who ___.
Leader
When Jonah communicates a vision of providing customers with excellent service, he is acting as a ___
Management by Means (MBM)
a system that focuses attention on the methods and processes used to achieve goals
Plans
blueprints for goal achievements that specify the necessary resource allocations, schedules, tasks, and other actions
Strategic goals
broad statements describing where the organization wants to be in the future
Strategic plans
define the action steps by which the company intends to attain strategic goals
Crisis planning
prepares the organization, its managers, and its employees to cope with sudden catastrophic events
Management
Management or Leadership: Scheduling employees so that work is completed
flat structure
When you examine the organizational chart of a ___, you find that managers have wide spans of control and fewer layers of reporting relationships between frontline supervisors and senior executives.
Organization chart
A visual representation of an organization's vertical structure, including the chain of command
people-oriented
According to Fiedler's Contingency Model, ___ leaders perform best in intermediately favorable situations.
situational
According to the ___ model, a leader can adopt one of four leadership styles based on a combination of relationship (concern for people) and task (concern for production) behaviors.
Power
The potential to impact the behavior of other people
operational goals
Typically set by frontline managers, ___ are the precise, measurable outcomes expected from departments, work groups, and individuals.
Leadership
Management or Leadership: Driving the organization to make changes
SWOT analysis
A systematic analysis of the organization's internal and external environment
Tactical plans
designed to help execute the major strategic plans and to accomplish a specific part of the company's strategy
Synergy
The interaction of the parts of an organization to produce a joint effect that is greater than what the parts acting alone could produce
service technology
When a company's output is consumed immediately and employees and customers interact directly, the firm uses ___ and will tend to be flexible, informal, and decentralized.
Operational goals
the results expected from departments, work groups, and individuals
Tactical goals
the results that major divisions and departments within the organization intent to achieve
authority
In an organization, the CEO has the ___ that the position of CEO gives her, and she has the right to make decisions to be carried out by subordinates.
authentic leadership
The key to ___ is believing in and practicing high ethical values, exercising self-discipline to avoid unethical behavior, and pursuing goals by building positive relationships and genuinely caring about other people.
1. Mission 2. Strategic Goals 3. Tactical Goals 4. Operational Goals
The order of the four types of goals within an organization
tactical goals
Typically set by midlevel managers, ___ are the desired future outcomes of the major subunits of the organization.
initiating structure
When a manager clearly communicates important goals to her employees and indicates that she will hold them accountable for meeting those goals, she is engaged in ___
leadership neutralizer
When a work situation factor prevents a leader from displaying a task-oriented or people-oriented behavior, or both, that factor is a ___
cross-functional team
After several incidents in which the company's computer systems were not ready to support new products, the CEO established a ___ consisting of employees from different departments who would work together on future product rollouts.
Management
Management or Leadership: Making sure suppliers are paid on time
1. Develop the plan 2. Translate the plan 3. Plan operations 4. Performance management 5. Monitor and learn
Name the 5 steps of the Organization Planning Process
Decentralized planning
Process in which top executives or planning experts work with managers in major divisions or departments to develop their own goals and plans
competitive advantage
To achieve a ___, companies target specific customers, focus on core competencies, provide synergy, and create values.
key performance indicators
To develop effective lower-level goals, Michelle works with her management team to establish ___, which measure how well the organization is achieving its strategic goals.
Vision
an encompassing explanation of why the organization exists and where it wants to be in the future
Goals
desired future circumstances or conditions that the organization attempts to realize
Scenario building
involves looking at current trends and discontinuities and visualizing future possibilities
Mission statement
a broadly stated definition of purpose that distinguishes the organization from others of a similar type