Management

Basic departmentalization formats

*Departmentalization* Grouping of related jobs or processes into major organizational units -Overcomes some of the effect of fragmentation caused by differentiation (job specialization) -Permits coordination (integration) to be handled in the least costly manner Sometimes refers to divisions, groups, or units in large organizations

Organizational effectiveness

*Effectiveness* A measure of whether or not organizational objectives are accomplished *Efficiency* A measure of the relationship between inputs and outputs for the organization *No Silver Bullet* No single approach to the evaluation of effectiveness is appropriate in all circumstances or for all organizational types. *A Time Dimension * -Organizational Effectiveness: Meeting organizational objectives and prevailing societal expectations in the near future -Adapting to environmental demands -Maturing and learning in the immediate future

3 types of uncertainty

*State uncertainty*: Occurs when the environment, or a portion of the environment, is considered unstable *Effect uncertainty*: Occurs when impacts of environmental change are unpredictable -managers try to predict the effects *Response uncertainty:* Arises when the consequences of decisions are unpredictable

Organizational socialization process

*Organizational socialization*: The process of transforming outsiders into accepted insiders *Orientations* Orientation programs familiarize new employees with the organization's history, culture, competitive realities, and compensation and benefits. *Storytelling* Recitations of heroic or inspiring deeds provide "social road maps" for new employees.

Making decisions

*Programmed decisions:* repetitive and routine decisions -A decision rule identifies the situation and specifies how the decision will be made. (Useful for establishing solutions (in "if-then" terms) to standard, recurring problems that are solved only once) -Streamlines the decision making process: -Allows lower-level managers to shoulder responsibility for programmed decisions -Frees up higher-level managers for more important decisions *Nonprogrammed decisions* Decisions made in complex and nonroutine situations Questions to ask: What decision needs to be made? When does it have to be made?

General decision-making model

*Rational (Logical) Decision Model Steps* Scan the situation; identify a signal that a decision should be made. -Receipt of authoritative communications from superiors -Cases referred for decision by subordinates -Cases originating from the manager Classify the decision. If it is routine, apply the appropriate decision rule; if it is not, generate a nonprogrammed decision through problem solving. Monitor and follow-up as necessary.

Selecting a solution

*Resolving the problem* Satisfice: To settle for a solution that is good enough rather than the best possible *Solving the problem* Optimize: Systematically identifying the solution with the best combination of benefits *Dissolving the problem* Changing the situation in which the problem occurs so that the problem (and the conditions that cause it) no longer exists *Implementing and Evaluating the Solution* -Effective and efficient resolution removes the difference between actual and desired states. -If problem persists, recycling through the problem-solving steps becomes necessary.

Formulation of strategic plans

-Develop clear results-oriented objectives stated in measurable terms. -Identify activities required to accomplish the objectives. -Assign specific responsibilities to the appropriate personnel. -Estimate times to accomplish activities and their appropriate sequencing. -Determine resources required to accomplish the activities. -Communicate and coordinate the above elements and complete the action plan.

4 steps in the strategic management process

1. Formulation of a grand strategy 2. Formulation of strategic plans 3. Implementation of strategic plans 4. Strategic control

Why all managers need strategic planning

A strategic orientation encourages far-sightedness in managers. Employees who think in strategic terms tend to understand better how top managers think and why they make the decisions they do. The trend toward greater teamwork and cooperation throughout the planning cycle is eroding the traditional distinction between those who plan and those who implement plans.

____ is the process of working with and through others to achieve organizational objectives in a changing environment.

Management

Management by objectives

Management by Objectives (Peter Drucker) A comprehensive management system based on measurable, participatively set objectives The MBO Cycle Step 1: Setting objectives Step 2: Developing action plans Step 3: Periodic review Step 4: Performance appraisal

A(n) ____ is a specific commitment to achieve a measurable result within a given time frame.

Objective

A diagram of an organization's official positions and formal lines of authority refers to a(n)

Organization chart

Essentials of sound planning

Organizational mission Types of planning Objectives Priorities The planning/control cycle

A myth about older workers is that they

are more costly to employ

5 different strategy-making modes

command, symbolic, rational, transactive, generative

____ are part-timers and other employees who do not have a long-term implicit contract with their ultimate employers.

contingent workers

The ____ stage in the evolution of product quality emphasizes continuous improvement.

design-it-in

Paul earned his college degree after retaking four classes, changing his major three times, and spending twice as much as his family budgeted. In terms of the definition of management, Paul was

effective but not efficient

The median age of U.S. employees is ____, with most vigorous growth for the ____ age group.

increasing; 55 and older

How to sharpen up your intuition

table 8.1

An example of a well-written objective is:

"to achieve a 15 percent increase in our hydro power car sales by December 31"

Central vs. decentralization

*Centralization* The retention of decision-making authority by top management *Decentralization* The sharing of decision-making authority by management with lower-level employees *The Need for Balance* The challenge to balance the need for responsiveness to changing conditions (decentralization) with the need to create low-cost shared resources (centralization)

Types (Conditions) of Uncertainty'

*Certainty:* Exists when a solid factual basis allows prediction of a decision's outcome *Risk*: Exists when a decision is made on the basis of incomplete but reliable information -Objective probabilities are based on reliable data. -Subjective probabilities are based on judgment. *Uncertainty:* Exists when no reliable data exist on which to base a decision

Characteristics of organizational cultures

*Collective*: Organizations are social entities. *Emotionally charged*: The organization's culture serves as a security blanket to its members. *Historically based*: Trust and loyalty result from long-term organizational associations. *Inherently symbolic*: Actions often speak louder than words. *Dynamic*: Culture promotes stability and control. *Inherently fuzzy*: Ambiguity, contradictions, and multiple meanings are part of culture.

Organizational responses ot uncertainty

*Defenders*: Relying on a primary technology and/or a narrow product line to remain competitive *Prospectors:* Seeking first-mover advantage by aggressively making things happen and not waiting for them to happen *Analyzers:* Following the market leader and imitating what works, avoiding expensive R&D mistakes *Reactors:* Waiting for adversity (e.g., declining sales) to occur before taking corrective action pg.154

Delegation

*Delegation* Assigning various degrees of decision-making authority to lower-level employees Advantages of Delegation -Frees up managerial time for other important tasks -Serves as a training and development tool for lower-level managers -Increases subordinates' commitment by giving them challenging assignments Barriers to Delegation -Belief that only you can do the job right -Lack of confidence and trust in lower-level employees -Low self-confidence -Fear of being called lazy -Vague job definition

Avoiding perceptual and behavioral decision traps

*Framing Error* The way in which information is presented influences one's interpretation of it, which, in turn, may alter a decision based on the information. *Escalation of Commitment* Continuing on a course of action can lock a person into a losing position ("throwing good money after bad"). *Overconfidence* Believing too much in one's own capabilities is a trap.

Basic departmentalization formats 2

*Functional Departments* Categorize jobs according to the activity performed *Product-Service Departments* Group jobs around a specific product or service *Geographic Location Departments* Based on the physical dispersion of assets, resources, and customers *Customer Classification Departments* Centered on various customer categories *Work Flow Process Departments in Reengineered Organizations* Emphasis on smooth and speedy work flow between two points: -Identifying customer needs -Satisfying the customer

Forecasting techniques

*Informed Judgment* -Forecasts relying on intuitive judgments that are based on how well informed the forecaster is *Scenario Analysis* -Preparing written descriptions of alternative but equally likely future situations Longitudinal scenarios: Describing how the future situations will evolve from the present Cross-sectional scenarios: Describing future situations at a given point in time *Surveys* A forecasting technique involving face-to-face interviews and mail or e-mail questionnaires Problems with surveys Construction of the survey instrument Cost of administration Errors in data collection and interpretation *Trend Analysis* The hypothetical extension of a past series of events into the future

Porter's generic competitive strategies

*Model's Competitive Variables* Competitive advantage: How to compete in a market Competitive scope: How broad of a market to target *Cost Leadership Strategy* Having the lowest overall cost in a market to provide a competitive advantage in pricing over competitors *Differentiation Strategy* Providing unique and superior value for the customer that builds brand loyalty *Cost Focus Strategy* Attempting to gain a competitive edge in a narrow (or regional) market segment by controlling (competitively dominating) the segment *Focused Differentiation* Achieving a competitive edge by delivering a superior product and/or service to a limited audience

Types of planning

*Strategic planning:* Determining *how* to pursue long-term goals with available resources *Intermediate planning:* Determining subunits' contribution with allocated resources *Operational planning:* Determining how to accomplish specific tasks with available resources

Implementation + Control + Strategic Planning = Strategic Management

*Strategy* Integrated, externally oriented perception of how to achieve the organization's mission *Strategic Management* The ongoing process of ensuring a competitively superior fit between an organization and its changing environment Includes budget control, long-range planning, and strategic planning Merges strategic planning, implementation, and control to create a dynamic process Requires a holistic view from a longer-term perspective

Thinking/acting: social media/internet

*Synergy* The concept that the whole is greater than the sum of the parts *Types of Synergy* *Market synergy*: Extending products to new markets *Cost synergy*: Savings from combinations of common-base operations, resources, and facilities *Technological synergy*: The transfer and application of technologies to new markets *Management synergy*: Complementary skills that make for more effective overall management

Organizational charts

*Table/Chart* A visual display of an organization's positions and lines of authority that is useful as a blueprint for deploying human resources *Vertical and Horizontal* Dimensions Vertical hierarchy establishes the chain of command. Horizontal specialization denotes the division of labor. *Line and Staff Positions* Line managers make decisions and staff personnel provide advice and support. Personal staff are assigned to a specific manager in supporting roles.

Importance of objectives

*Target:* Sets specific goals to achieve *Measuring stick: *Gauges how much was achieved *Commitment: * Encourages pursuit of the objective *Motivation:* Provides a challenge for achievement The Means-Ends Chain of Objectives -Achievement of lower-level objectives creates a means for achieving higher-level objectives.

Quiz questions

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Mission statement- a clear, formally written, and publicized statement that guides the organization by

-Defining the organization for key stakeholders -Creating an inspiring vision of the organization -Outlining how the vision will be accomplished -Establishing key priorities -Stating a common goal and fostering togetherness -Creating a philosophical anchor for the organization -Generating enthusiasm and a "can do" attitude -Empowering organization members

Shortsighted/farsighted planning

1. organizational strategy 2. competitive advantage 3. organizational structure 4. research and development 5. return 6. human resources 7. problem solving 8. management style

By definition, how many people does it take to make an organization

2+

Which performance appraisal technique involves input from one's boss, peers, and subordinates?

360-review

Gantt Charts

A graphic scheduling technique historically used in production operations Useful for scheduling large projects where time for each activity can be specified and progress assessed Potential problem: Overly complex endeavors are too cumbersome for Gantt charts.

Summary of chapter 9

All organizations exhibit four characteristics: (1) coordination of effort, (2) common goal or purpose, (3) division of labor, and (4) hierarchy of authority. In open-system terms, business organizations are made up of interdependent technical, boundary-spanning, and managerial subsystems. Organizations need to satisfy different effectiveness criteria in the near, intermediate, and distant future. Contingency advocates contend that there is no one best organizational setup for all situations. There are five basic departmentalization formats: functional, product-service, geographic location, customer classification, and work flow process departmentalization. Situational factors dictate degree of centralization and how many people a manager can directly supervise Effective delegation permits managers to tackle higher-priority duties while helping train and develop lower-level managers. Management is reshaping the traditional pyramid bureaucracy. Three emerging configurations are the hourglass, cluster, and virtual organization. Organizational culture is the "social glue" binding people together through shared symbols, language, stories, and practices.

Objectives

An objective is a commitment to achieve a measurable result within a specified period. Objectives should be expressed in quantitative, measurable, and concrete terms. What specific result is to be achieved? When is the result to be achieved? How is the result to be measured? Who will be responsible for achieving the result?

Organization structure and effectiveness

An organization is a cooperative social system of two or more people with a common purpose Common Characteristics of Organizations *Coordination of effort:* Multiplying individual contributions to achieve results greater than those possible by individuals working alone *Common goal or purpose:* Having a focus to strive for something of mutual interest *Division of labor*: Dividing tasks into specialized jobs that use human resources efficiently *Hierarchy of authority*: Using a chain of command to control and direct the actions of others

Business Ecosystems

Business Ecosystem An economic community of organizations and all their stakeholders, including suppliers and customers. Organizations need to be as good at cooperating as they are at competing if they are to succeed. Key organizations selectively cooperate and compete to achieve both their individual and collective goals. Needed: More Strategic Cooperation Greater strategic cooperation is needed to foster the spread of realized innovation.

Break-even analysis

Break-Even Point The level of sales at which there is no loss or profit The point at which the total of fixed and variable costs is equal to total sales revenues Fixed Versus Variable Costs Fixed costs: Contractual costs that must be paid regardless of output or sales Variable costs: Costs that vary directly with production and sales The difference between unit selling price P and unit variable costs VC is the contribution margin that can be applied to recovering fixed costs. Price Planning Determining the impact of changes in unit selling price on the break-even point in units Rising prices decrease the break-even point; lower prices increase the break-even point. Profit Planning Determining the required level of output to achieve a profit objective 175

One of the reasons given for implementing a more ___________ management structure is the cost-savings realized from shared resources.

Centralized

The changing shape of organizations

Characteristics of New Organizations -Fewer organizational layers -More teams -Smallness within bigness New Organizational Configurations *Hourglass organization:* Three-layer structure with constricted middle (management) layer *Cluster organization*: Collaborative structure in which teams are the primary unit *Virtual organizations*: Internet-linked networks of value-adding subcontractors

Group-aided decision making, a contingency perspective

Collaborative Computing -Teaming up to make decisions via a computer network programmed with groupware Group Involvement in Decisions -Analyzing the problem -Identifying components of the situation -Estimating components of the situation -Designing alternatives Choosing an alternative

Individuals who find uncertainty challenging

Concrete thinkers, those who lack self-confidence

Contingency design

Contingency Design -The process of determining the degree of environmental uncertainty and adapting the organization and its subunits to the situation -How much environmental uncertainty is there? -What combination of structural characteristics is most appropriate?

Planning

Coping with uncertainty by formulating courses of action to achieve specified results Planning affects all downstream management functions

Challenges for decision makers

Decision Making The process of identifying and choosing alternative courses of action to meet the demands of a situation. Alternative courses of action must be identified, weighed, and weeded out. Trends in Decision Making The complexity of decision-making has accelerated. Dealing with Complex Streams of Decisions -Multiple criteria to be satisfied by a decision -Intangibles that often determine decision alternatives -Risk and uncertainty about decision alternatives -Long-term implications of the effects of the choice of a particular alternative -Interdisciplinary input, which increases the number of persons to be consulted before a decision is made

Summary of chapter 8

Decision making is a fundamental part of management because it requires choosing among alternative courses of action. Managers must learn to assess the degree of certainty in a situation—whether conditions are certain, risky, or uncertain. Researchers have identified three perceptual and behavioral decision traps that can undermine the quality of decisions: framing error, escalation of commitment, and overconfidence. Decisions, generally, are either programmed or non-programmed. Managers may choose to bring other people into virtually every aspect of the decision-making process. Creativity requires the proper combination of knowledge, imagination, and evaluation to reorganize experience into new configurations. The creative problem-solving process consists of four steps: (1) identifying the problem, (2) generating alternative solutions, (3) selecting a solution, and (4) implementing and evaluating the solution. A clear and concise statement of the problem forms the "head" of the fishbone skeleton.

One of the methods organizations use to coordinate is through _______________, the grouping of jobs, activities or processes into major subunits.

Departmentalization

____ in the U.S. attempts to ensure a fair and unprejudiced experience for all job applicants.

EEO legislation

____ is aimed at preventing future discrimination, while ____ amounts to a concerted effort to make up for past discrimination.

EEO; affirmative action

____ enters the picture when the resources required to achieve an objective are weighed against what was actually accomplished, whereas ____ entails promptly achieving a stated objective.

Efficiency; effectiveness

____ is the relationship between outputs and inputs, whereas ____ is a measure of whether or not organizational objectives are accomplished.

Efficiency; effectiveness

Flow charts

Flow Charts Arrange events in the order of their actual or desired occurrence (flow) Eliminate wasted steps and activities (work simplification) Are useful for identifying task components and in TQM Potential problems: They do not indicate the time dimension of tasks. They are not practical for complex operations where several activities occur at once.

Forecasting

Forecasts Predictions, projections, or estimates of future situations Types of Forecasts -Event outcome forecasts: Predictions of the outcome (effects) of highly probable future events -Event timing forecasts: Predictions of when a given event will occur -Time series forecasts: Estimates of future values in a statistical sequence (e.g., sales forecast)

Formulation of a grand strategy

Grand Strategy A general explanation of how the organization's mission is to be accomplished Situational Analysis -Finding the organization's niche by performing a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis to match unfolding opportunities with resources being acquired -Capability profile: Identifying the organization's strengths and weaknesses -Key capabilities for today's companies Quick response to market trends Rapid product development Rapid production and delivery Continuous cost reduction Continuous improvement of processes, human resources, and products Greater flexibility of operations The Need for Speed -Speed has become an important competitive advantage. -Speed involves more than just doing the same old things faster. -Reengineering: Radically redesigning the entire business cycle for greater strategic speed

Individuals versus groups

Groups do better quantitatively and qualitatively than the average individual. Exceptional individuals tend to outperform the group. Group decision-making performance does not always exceed individual performance, making a contingency approach to decision making advisable.

What establishes the division of labor in an organization chart?

Horizontal specialization

A properly conceived plan should tell what, when, and

How

___________ management involves the acquisition, evaluation, retention of people necessary for organizational success.

Human resource

Implementation and control

Implementation of Strategic Plans -Developing a systematic filtering-down process that facilitates the implementation process and builds middle-manager commitment requires a company to consider: Organizational structure People Culture Control systems Strategic Control -A formal control system should be developed that helps keep strategic plans on track -Setting up and testing channels for information on progress, problems, and the fit of strategic assumptions to the environment -Ultimate goal: Detect and correct downstream problems in order to keep strategies updated and on target Corrective Action Based on Evaluation and Feedback -Negative feedback should prompt corrective action at the step immediately before the problem occurs. -Possible corrective actions include: Updating strategic assumptions Reformulating strategic plans Rewriting policies Making personnel changes Modifying budget allocations

6 Roles of a manager (pg 168)

Implementer Entrepreneur Politician Friend Marketer Coach

Organizations as open systems

Interaction with the external environment through permeable boundaries An open-system model encourages managers to think about the organization's life-support system Interacting organizational subsystems: -Technical (production function) subsystems define the organization's transformation process. -Boundary-spanning subsystems provide the organization's interface with the external environment. -Managerial subsystems bridge (control and direct) the technical and boundary-spanning subsystems.

Internet strategies

Internet Strategy Lessons -The Internet is not static. -Internet technologies are still emerging. -Corporate strategist and entrepreneurs are challenged to build business models based on where they expect these technologies to be X years down the road. -There is no one-size-fits-all Internet strategy. -Customer loyalty is built with reliable brand names and "sticky" web sites.

A plan is...

Is a specific documented intention consisting of an objective (end) and an action statement (means) States what, when, and how something is to be done

Organizational learning

Learning Organization One that can create, acquire, and transfer knowledge, and can then adapt its behavior accordingly Necessary Skills for a Learning Organization -Solving problems -Experimenting -Learning from organizational experience and history -Learning from others -Transferring and implementing

Knowledge management

Knowledge Management Developing a system to improve the creation and sharing of knowledge critical for decision making *Tacit knowledge:* Personal, intuitive, and undocumented private information *Explicit knowledge: *Readily sharable public information in verbal, textual, visual, or numerical form

Burns and Stalker Model

Mechanistic Organizations Are rigid in design, rely on formal communications, and have strong bureaucratic qualities best suited to operating in relatively stable and certain environments Organic Organizations Have flexible structures, have participative communication patterns, and are successful in adapting to change in unstable and uncertain environments

The cornerstone of an effective planning system is a

Mission statement

Creative problem solving2

Pinpointing Causes with Fishbone Diagrams -A TQM process improvement tool that shows possible problem causes and their interactive relationships Generating Alternative Solutions -Brainstorming -Free association -Edisonian method -Attribute listing -Scientific method -Creative Leap

Contingency model

Planned action balanced with strategic agility to take advantage of unexpected opportunities and to cope with the need for change

Summary of Chapter 6:

Planning is the primary management function. A properly written plan tells what, when, and how something is to be accomplished. Objectives are the single most important feature of the planning process. Management by objectives (MBO) is based on measurable and participatively set goals. Project planning occurs throughout the project life cycle. Flow charts, Gantt charts, and PERT networks are graphical tolls for planning, scheduling, and controlling operations. Break-even analysis gauges the impact of price changes and profit objectives on sales volume.

Planning/control cycle

Planning sets in motion activities to accomplish the planned objectives. Control functions direct and monitor activities for deviations from plans (i.e., attainment of objectives). Planning uses feedback from controls to improve/alter plans and implement corrective actions where necessary.

Planning: The Primary Management Function

Plans, planning, organizing, staffing, communicating, motivating, controlling

In the PROCEED model of the employee selection process, the P and C stand for

Prepare and conduct

Priorities

Priorities are a ranking of goals, objectives, or activities in order of importance to guide the order and timing of decisions. Management looks at its priorities when deciding how to allocate resources. The A-B-C Priority System A: "Must do" objectives are critical to successful performance. B: "Should do" objectives are necessary for improved performance. C: "Nice to do" objectives are desirable for improved performance but not critical to improved performance. The 80/20 Principle (Pareto Analysis) A majority of causes, inputs, or effort tends to produce a majority of results, outputs, or rewards. Avoid the "busyness" trap

Creative problem solving

Problem solving is the conscious process of bringing the actual situation closer to the desired situation. Steps in Creative Problem Solving -Identifying the problem what is the problem? defined by the difference between the actual and desired -Generating alternative solutions -Selecting a solution -Implementing and evaluating the solution

Good Grocery has the following departments: produce, bakery, meat, dairy and dry-goods. This is an example of _____________departmentalization.

Product

PERT

Program Evaluation and Review Technique (PERT) Networks Developed in 1958 for use in the development of the U.S. Navy's Polaris submarine-launched missile project Graphic sequencing and scheduling tool for large, complex, and nonroutine projects Event: Denotes a performance milestone Activity: Work (jobs) in process Time: Estimated weighted times for completion of an activity—optimistic (most likely) and pessimistic Critical path: The most time consuming (longest) chain of required activities and events in a PERT network that must be completed on time or else the entire project will be delayed 171

Project planning and management

Project A temporary endeavor to achieve a particular aim The Project Life Cycle *Conceptualization:* Setting project goals and objectives *Planning:* Organizing facilities and equipment, personnel and task assignments, and scheduling *Execution: *Beginning actual work on the project *Termination:* Turning the project over to the end user and phasing out project resources

Project management

Projects are schedule-driven and results-oriented. The big picture and the little details are of equal importance. Project planning is a necessity, not a luxury. Project managers know the motivational power of a deadline.

Which sort of uncertainty relates to being unable to predict the consequences of a particular decision?

Response

Span of control

Span of Control (Management) -The number of people who report to a manager. -Narrow spans of control foster tall organizations with many organizational/managerial layers. -Flat organizations have wider spans of control. Is There an Ideal Span of Control? -The right span of control efficiently balances too little and too much supervision. -Situational factors dictate the width of spans of control.

____ uncertainty occurs when the environment, or a portion of the environment, is seen as unpredictable.

State

Summary of chapter 7

Strategic management sets the stage for virtually all managerial activity. Strategic thinking is necessary for successful strategic management and planning. Porter's generic competitive strategies model helps managers create a profitable "fit" between the organization and its environment. Competitors evolve into business ecosystems when they use both competition and cooperation. Seven basic Internet business models are the commission-based, advertising based, markup-based, production-based, referral-based, subscription-based, and fee-for-service-based models. The strategic management process consists of four major steps: (1) formulation of a grand strategy, (2) formulation of strategic plans, (3) implementation of strategic plans, and (4) strategic control. Strategists formulate the organization's grand strategy after conducting a SWOT analysis. Event outcome, event timing, and time series forecasts help strategic planners anticipate and prepare for future environmental circumstances.

Symptoms of a weak organizational culture

Symptoms of a weak organizational culture -Inward focus -Morale problems Fragmentation/inconsistency -Ingrown subcultures -Warfare among subcultures -Subculture elitism

The problem

The Problem of Dispersed Accountability *Group-aided decision making*: The group does everything except make the decision. *Group decision making*: The group actually makes the final decision collectively. Results in loss of personal/individual accountability Individual accountability is required when: -The decision will have significant organizational impact. -The decision has legal ramifications. -A competitive reward is tied to the decision.

Organizational culture

The collection of shared beliefs, values, rituals, stories, myths, and specialized language that creates a common identity and sense of community The "social glue" that binds an organization's members together

Planning horizon

The elapsed time between the formulation and the execution of a planned activity Planning horizon length corresponds to the type of plan with which it is associated; lengths shorten as the planning process evolves from strategic to intermediate to operational plans.

Managerial creativity

The reorganization of experience into new configurations Creativity is a function of knowledge, imagination, and evaluation. Three domains of creativity: -Art -Discovery -Humor Myth: Creative people are typically nonconformists

Information processing style

Thinking Style Being deliberative, logical, precise, and objective when making a decision Suited to routine tasks requiring attention to detail and systematic implementation Intuitive Style Being creative, following hunches and visions in decision making Best for rapidly changing situations requiring creativity and intuition

____ is a feature of Gantt charts that is an improvement over flow charts.

Time element

The landmark equal employment opportunity (EEO) law in the U.S. is the

Title VII of the Civil Rights Act of 1964

According to the Americans with Disabilities Act (ADA) of 1990, for people with physical and mental disabilities, what is required of employers?

To make reasonable accommodations

Command-and-control model

Top-down tight control of operations through exact planning which creates organizational inflexibility to deal with unanticipated events and limited success

____ costs are tied to volume, labor, and materials in break-even analysis.

Variable

______ establishes the chain of command in an organization chart

Vertical hierarchy

Which of the following encompasses all present and future workforce participants and emphasizes the need to develop their fullest potential for the benefit of the global economy?

human capital

The first stage of the project life cycle is

conceptualization

Speed, teamwork, and ____ are the orders of the day, from both strategic and operational standpoints.

flexibility

Managerial ____ tell us what managers generally do, while managerial ____ tell us more precisely how managers carry them out.

functions; skills

The ____ is a subtle yet strong barrier that has kept women and minorities from assuming top-executive positions.

glass ceiling

____ refers to the time it takes to turn a new idea into a product that satisfies consumer demand.

innovation lag

The ideal way for future managers to learn to manage is to

integrate theory and practice

The term ____ describes an employee in a large company who takes personal responsibility for pushing an innovation through the organization.

intrapreneur

Which of these is true about the male-female pay gap in the U.S.?

it is still significant and persistent

A concise document outlining the role expectations and skill requirements for a specific job is called a

job description

PERT is most appropriate for

large, non-routine projects

A ____ organization is one that is skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.

learning

____ is the process of creating an organizational culture that enables all employees to realize their full potential.

managing diversity

How do part-timers compare to full-time employees cost-wise?

much less costly

Managers with the 2020 workplace mind-set will need to incorporate all of the following abilities except:____________________.

status quo compliance

A(n) ____interview is defined as a set of job-related questions with standardized answers.

structured

A common stumbling block for entrepreneurs is that

their organizations outgrow them

The purpose of the management process is

to achieve organizational objectives