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