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BUS 304 > Chapter 2 - Strategy, Org Design, Effectiveness > Flashcards

Chapter 2 - Strategy, Org Design, Effectiveness Flashcards

Role of strat direction in org design and purpose Framework for selecting strat and design Assessing org effectiveness Contingency effectiveness approaches New directions

1
Q

What is the primary goal of top mngmnt

A

determine goals, strategy, and design = adapting org to a changing environment

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2
Q

External Environment

A

Opportunities

Threats

Uncertainty

Resource Availability

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3
Q

Internal Situation

A

Strengths

Weaknesses

Distinctive Competence

Leader Style

Past Performance

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4
Q

Strategic Direction

A

Define mission, goals

Select operational goals, competitive strategies

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5
Q

Organizational Design

A

Structural Form - learning vs. efficiency

Information and Control Systems

Production Tech

HR policies & Incentives

Org Culture

Interorganizational Linkages

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6
Q

Effectiveness Outcomes

A

Resources

Efficiency

Goal Attainment

Competing Values

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7
Q

Operative Goals

A

designate the ends sought through the actual operating procedures of the org and explain what the org is actually trying to do

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8
Q

Official Goals/Mission vs Operative Goals

A

Official Goals/Mission: describe value system for org

Operational Goals: represent primary tasks/ provide emps with a sense of direction

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9
Q

Strategy

A

a plan for interacting with the competitive enviro to achieve org goals

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10
Q

Porter’s Competitive Strategies (4)

A

Low-Cost Leadership - WALMART

Differentiation - BULLFROG POWER

Focused Low-Cost Leadership - WESTJET

Focused Differentiation - FOUR SEASONS HOTELS

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11
Q

Focus Strategy

A

Org concentrates on specific market or buyer

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12
Q

Differentiation Strategy

A

Attempt to distinguish products/services

Generally targets those who aren’t concerned w price

Requires emps to constantly be experimenting and learning

Structure is fluid/flexible with horizontal coordination

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13
Q

Low-Cost Leadership Strategy

A

Emphasize low cost compared to competitors

Associated w strong, centralized authority, tight control, standard operating procedures, and emphasis on efficient procurement and distribution systems

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14
Q

Miles and Snow Typology

A

Based on idea that mgrs seek to formulate strategies that will be congruent with the external environment

  1. Prospector
  2. Defender
  3. Analyzer
  4. Reactor
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15
Q

Prospector Strategy

A

Innovate, take risks, seek new opportunities and grow

Creativity > Efficiency

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16
Q

Defender Strategy

A

Stability or even retrenchment

Hold onto current customers

Internal efficiency and control to produce reliable, high-quality products

Best for declining or stable environment

17
Q

Analyzer Strategy

A

Maintain stable business while innovating on the periphery

Balance efficient production for current product lines with creative development of new product lines

18
Q

Reactor Strategy

A

Respond to environmental threats and opportunities

19
Q

How strategies affect org design

A

PORTER’S COMP STRATS
Low-cost leadership = efficiency approach

Differentiation = learning approach

MILES & SNOWS STRAT TYPOLOGY
Prospector = learning approach

Defender = efficiency approach

Analyzer = balance bw efficiency and learning

Reactor = no clear org approach

20
Q

Goal Approach to Organizational Effectiveness

A

concerned with output and whether the org achieves its goals in terms of desired levels of output

21
Q

Resource-Based Approach

A

assesses effectiveness by observing the beginning of the process and evaluating whether the org effectively obtains resources necessary for high performance

22
Q

Internal Process Approach

A

Assesses effectiveness of internal activities by indicators of internal heath and efficiency

23
Q

Competing-Values Model

A

balances various parts of org vs only focusing on one part

Org Focus - Internal or External?

Org Structure - Stability or Flexibility?

24
Q

Open-Systems Emphasis

A

Combo of external and flexible structure

25
Q

Rational-Goal Emphasis

A

Combo of external and structural control

26
Q

Internal-Process Emphasis

A

Combo of internal focus and structural control

27
Q

Human Relations Emphasis

A

Combo of internal focus and flexible structure

28
Q

Balanced Scorecard BSC

A

Comprehensive management control system

Balances traditional financial measures w operational measures relating to orgs critical success factors

Financial Performance
Customer Service
Internal Business Processes
Orgs Capacity for Learning and Growth

BUS 304 (2 decks)

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