Lecture 3 Flashcards Preview

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Flashcards in Lecture 3 Deck (24):
1

rivalry

diminishes profits as resources are devoted toward price competition, increased customer service, and warranties

2

what's required before entering a new market?

looking at strategic forces, not just demand or surface-level factors

3

resistance continuum

resisters
bystanders
helpers
champions

4

resisters

stakeholders that disrupt change

5

bystanders

stakeholders w/ neutral attitude towards change

6

helpers

stakeholders that encourage

7

champions

stakeholders that lead change

8

Kotter's 8 step model: 2 big concepts

formulate (1-3)
implement (4-8)

9

Kotter's 8 step model: 1

establish a sense of urgency baed on market and competitive realities and current or potential crises

10

Kotter's 8 step model: 2

form a powerful guiding coalition to lead change

11

Kotter's 8 step model: 3

create a vision and a strategy to direct the change

12

Kotter's 8 step model: 4

communicate the vision with words and examples

13

Kotter's 8 step model: 5

empower others to act on the vision by removing obstacles, modifying structures and systems, and promoting risk-taking

14

Kotter's 8 step model: 6

create short-term wins and recognize those responsible

15

Kotter's 8 step model: 7

consolidate improvements by aligning systems, structures, and policies

16

Kotter's 8 step model: 8

institutionalize new approaches by connecting new behaviors to corporate success

17

organizational design

how the organization structures roles, tasks, jobs and projects into units as well as formal reporting and info channels

centralization
structure (divisional and functional)

18

organizational culture

set of shared schema that determine acceptable/unacceptable behavior

a lever that managers can use to control behavior; serves as an alternative to formal control, which is centered on authority and hierarchy

19

divisional structure

each unit run as if it was its own company
each unit serves one product or market segment
competing for resources @organizational level

20

functional structure

each unit is responsible for a particular specialization (ex. engineering, mktg, fnce)

can develop skill set more quickly
could also result in silos...disadvantage that affects coordination

21

iceberg model of culture

low visibility = values
high visibility = artifacts and practices (physical, behavioral, verbal)

22

what constitutes a strong culture?

one in which values are simple, widely shared, and strongly held (O'Reilly)

effect of clear vision on performance is higher if theres fewer values

23

S curve of social change

starts w/ slow growth via champions, then bystanders constitutes accelerated growth

you must build coalition/critical mass first; get fence-sitters on your side by getting secondary movers (helpers), who are essential for accelerating change

24

centralization

to what extent do managers have their own leeway/latitude in decision making