Finals_2 Flashcards
(46 cards)
Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.
MANAGER
A deliberate arrangement of people to accomplish some
specific purpose.
ORGANIZATION
The view that managers are directly responsible for an
organization’s success or failure.
OMNIPOTENT VIEW OF
MANAGEMENT
The view that much of an organization’s success or
failure is due to external forces outside manager’s
control
SYMBOLIC VIEW OF
MANAGEMENT
Any constituencies in the organization’s environment
that are affected by an organization’s decisions and
actions
STAKEHOLDERS
These are the shared values, principles, traditions, and
ways of doing things that influence the way
organizational members act
ORGANIZATIONAL
CULTURE
The ways in which people in an organization are
different from and like one another
WORKPLACE
DIVERSITY
Challenge in managing diversity that pertains to a
tendency or preference toward a particular perspective or
ideology.
PERSONAL BIAS
Challenge in managing diversity that refers to the
invisible barrier that separates women and minorities
from top management positions.
GLASS CEILING
The principles, values, and beliefs that define right and
wrong decisions and behavior.
ETHICS
This process involves setting up and managing an
environment to effectively serve corporate objectives.
PLANNING
An organized framework that lists the procedures,
materials and deadlines required to accomplish a
particular objective.
PLANS
This requires that managers examine and adapt to
business environment changes and results in higher
organizational performance.
STRATEGIC
MANAGEMENT
This focuses on the long-term growth and sustainability
of the entire company.
CORPORATE STRATEGY
This is a business-level approach that determines how a
company competes within a specific industry or market.
COMPETITIVE STRATEGY
This focuses on giving the customers what they want,
communicating effectively with them and providing
employees with customer service training.
CUSTOMER SERVICE
STRATEGY
An element in organizational design that divides tasks
into separate jobs to improve efficiency.
WORK SPECIALIZATION
An element in organizational design that refers to
traditional hierarchy with authority and responsibility.
CHAIN OF COMMAND
A rigid, hierarchical, and centralized structures suitable
for stable environments.
MECHANISTIC
STRUCTURE
A flexible, decentralized, and adaptive structures ideal
for dynamic and uncertain environments.
ORGANIC STRUCTURE
TRADITIONAL
ORGANIZATIONAL
DESIGNS
- Simple structure
- Functional structure
- Divisional structure
Centralized authority with low formalization
SIMPLE STRUCTURE
Groups employees based on expertise
FUNCTIONAL
STRUCTURE
Organization divided into semi-autonomous units
Divisional structure
