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