Competencies for Principles of Management
Quiz yourself by thinking what should be in
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| Situational Analysis | show 🗑
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| show | targets or ends the manager wants to reach
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| SMART goals | show 🗑
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| Plans | show 🗑
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| show | Once managers have selected the goals and plans, they must implement the plans designed to achieve the goals. Managers and employees must understand the plan, have the resources to implement it, and be motivated to do so
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| Strategic Planning | show 🗑
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| show | Major targets or end results relating to the organization’s long- term survival, value, and growth.
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| show | A pattern of actions and resource allocations designed to achieve the organization’s goals.
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| 6 Steps of Planning | show 🗑
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| SWOT Analysis and Strategy Formulation | show 🗑
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| Strategic Control System | show 🗑
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| show | A set of procedures for translating broad strategic goals and plans into specific goals and plans that are relevant to a distinct portion of the organization, such as a functional area like marketing.
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| Operational Planning | show 🗑
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| concentration strategy | show 🗑
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| show | The acquisition or development of new businesses that produce parts or components of the organization’s product. Companies that integrate vertically often do so to reduce their costs
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| show | A strategy used to add new businesses that produce related products or are involved in related markets and activities.
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| show | A strategy used to add new businesses that produce unrelated products or are involved in unrelated markets and activities.
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| show | The major actions by which a business competes in a particular industry or market
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| Low-Cost Strategy | show 🗑
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| Differentiation Strategy | show 🗑
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| show | Strategies implemented by each functional area of the organization to support the organization’s business strategy.
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| show | A form of organization that seeks to maximize internal efficiency.
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| show | An organizational form that emphasizes flexibility. The organic structure stands in stark contrast to the mechanistic organization. It is much less rigid and, in fact, emphasizes flexibility.
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| show | the capability,knowledge,expertise,skill— that underlies a companys ability to be a leader in providing a range of specific goods or services. It allows the company to compete on the basis of its core strengths and expertise, not just on what it produces.
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| show | A formal relationship created among independent organizations w/the purpose of joint pursuit of mutual goals. organizations share administrative authority, form social links, & accept joint ownership. Alliances increase speed &innovation &lower costs
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| show | Both partners add value, and their motives are positive ( pursue opportunity) rather than negative ( mask weaknesses).
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| A good alliance: Importance | show 🗑
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| A good alliance: Interdependence | show 🗑
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| A good alliance: Investment | show 🗑
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| A good alliance: Information | show 🗑
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| A good alliance: Integration | show 🗑
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| show | The relationship has formal status with clear responsibilities
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| A good alliance: Integrity | show 🗑
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| The Learning Organization | show 🗑
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| show | A type of organization in which top management ensures that there is consensus about the direction in which the business is heading
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| show | Big is good. Size creates scale economies, that is, lower costs per unit of pro-duction. And size can offer specific advantages such as lower operating costs, greater purchasing power, and easier access to capital.
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| show | Size creates economies of scope; materials and processes employed in one product can be used to make other, related products. With such advantages, huge companies w/lots of money may be the best at taking on large foreign rivals in huge global markets.
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| show | Small is better. The costs of being too big. ― Small is beautiful‖ has become a favorite phrase of entrepreneurial business managers.
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| show | The planned elimination of positions or jobs.
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| show | A successful effort to achieve an appropriate size at which the company performs most effectively.
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| Survivor's Syndrome | show 🗑
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| show | A multifaceted process focusing on creating two- way exchanges with customers to foster intimate knowledge of their needs, wants, and buying patterns.
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| Value chain | show 🗑
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| show | what customers are willing to pay
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| profit margin | show 🗑
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| Research and development | show 🗑
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| Inbound logistics | show 🗑
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| show | Transform the raw materials into the final product
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| show | Warehouse the product and handle its distribution
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| show | Identify customer requirements and get customers to purchase the product
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| Service | show 🗑
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| show | An integrative approach to management that supports the attainment of customer satisfaction through a wide variety of tools and techniques that result in high- quality goods and services
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| Deming's 14 points of quality | show 🗑
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| show | 1) create constancy of purpose, 2) adopt the new philosophy, 3) cease dependence on mass inspection, 4) end the practice of awarding business on price tag alone, 5) improve constantly the system of production and service.
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| show | 6)institute training and retraining, 7) institute leadership, 8) drive out fear, 9)break down barriers among departments, 10)eliminate slogans, exhortations, arbitrary targets, 11) eliminate numerical quotas, 12) remove parriers to pride in workmanship.
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| Deming's points of quality, 13-14 | show 🗑
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| Six Sigma Quality | show 🗑
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| show | An award given annually to companies that demonstrate quality excellence and establish best-practice standards in industry.
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| ISO 9001 | show 🗑
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| show | Learning and addressing customer needs and expectations
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| show | Establishing a vision and goals, establishing trust, and providing employees with the resources and inspiration to meet goals.
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| show | Establishing an environment in which employees understand their contribution, engage in problem solving, and acquire and share knowledge.
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| show | Defining the tasks needed to successfully carry out each process and assigning responsibility for them.
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| System approach to management | show 🗑
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| Continual improvement | show 🗑
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| show | Gathering accurate performance data, sharing the data with employees, and using the data to make decisions
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| show | working in a cooperative way with suppliers
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| show | The principal idea of reengineering is to revolutionize key organizational systems and processes to answer the question: ― If you were the customer, how would you like us to operate?
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| show | The systematic application of scientific knowledge to a new product, process, or service.
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| technology | show 🗑
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| show | Technologies that produce goods and services in low volume
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| Large Batch Technologies | show 🗑
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| Continuous Process Technologies | show 🗑
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| Mass Customization | show 🗑
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| Products | show 🗑
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| Product design | show 🗑
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| show | Quality measured in customer delight
Defects treated as capability failures
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| Organizational structure | show 🗑
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| Workforce management | show 🗑
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| show | Low- cost production of high- quality, customized products
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| Computer- Integrated Manufacturing | show 🗑
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| Flexible Factories | show 🗑
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| show | An operation that strives to achieve the highest possible productivity and total quality, cost effectively, by eliminating unnecessary steps in the production process and continually striving for improvement. strives for high quality, speed, and low cost
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| Time-Based Competition | show 🗑
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| show | The movement of the right goods in the right amount to the right place at the right time
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| show | A system that calls for subassemblies and components to be manufactured in very small lots and delivered to the next stage of the production process just as they are needed.
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| show | Eliminate all waste from the production process, including waste of time, people, machinery, space, and materials.
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| show | Produce perfect parts even when lot sizes are reduced, and produce the product exactly when it is needed in the exact quantities that are needed.
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| show | Accomplish the manufacturing process more rapidly. Reduce setup times for equipment, move parts only short distances ( machinery is placed in closer proximity), and eliminate all delays. The goal is to reduce action to the time spent working on the parts
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| Employee involvement | show 🗑
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| Value- added manufacturing | show 🗑
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| show | To prevent problems from arising, their cause( s) must be known and acted on. Thus, in JIT operations, people try to find the ― weak link in the chain‖ by forcing problem areas to the surface so that preventive measures may be determined and implemented.
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| Simultaneous Engineering | show 🗑
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| show | Brings speed to all organization processes
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| show | one in which there were no meaningful barriers between the organization and its environment. In such an organization, structures, technolo-gies, and systems are perfectly aligned with the external challenges and opportunities it confronts.
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| Porters Five Forces | show 🗑
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| Total quality management (TQM) | show 🗑
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| Customer-defined quality | show 🗑
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| show | How well a product or service meets the targets and tolerances determined by its designers.
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| show | A definition of quality that evaluates how well the product performs for its intended use
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| Value for price paid | show 🗑
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| Support services | show 🗑
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| Psychological criteria | show 🗑
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| show | costs that are incurred to prevent poor quality
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| Appraisal Costs | show 🗑
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| show | Costs associated with discovering poor product quality before the product reaches the customer. costs that the company hopes to prevent.
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| External failure costs | show 🗑
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| show | Goal is to identify and meet customer needs.
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| Continuous Improvement | show 🗑
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| Plan – do– study– act (PDSA) cycle | show 🗑
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| Benchmarking | show 🗑
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| Employee empowerment | show 🗑
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| show | charts that identify potential causes for particular quality problems
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| Flowchart | show 🗑
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| Checklist | show 🗑
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| show | a very important quality control tool. These charts are used to evaluate whether a process is operating within expectations relative to some measured value such as weight, width, or volume.
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| Scatter diagrams | show 🗑
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| show | a technique used to identify quality problems based on their degree of importance. The logic behind Pareto analysis is that only a few quality problems are important, whereas many others are not critical
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| Histogram | show 🗑
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| show | Products need to be designed to meet customer expectations
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| Quality function deployment (QFD) | show 🗑
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| Reliability | show 🗑
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| Process management | show 🗑
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| Quality at the source | show 🗑
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| Managing supplier quality | show 🗑
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| Deming Prize | show 🗑
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| show | A set of international quality standards and a certification demonstrating that companies have met all the standards specified.
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| show | Provides the terminology and definitions used in the standards. It is the starting point for understanding the system of standards
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| ISO 9001:2000 – Quality Management Systems – Requirements | show 🗑
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| show | Provides guidelines for establishing a quality management system. It focuses not only on meeting customer requirements but also on improving performance
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| ISO 14000 | show 🗑
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| Management systems | show 🗑
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| show | Include the measurement of consumption of natural re- sources and energy
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| show | Measure emissions, effluents, and other waste systems.
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| show | plays a critical role in the TQM process by providing key inputs that make TQM a success. Goal of marketing is to understand the changing needs and wants of the customer.
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| Finance | show 🗑
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| Accounting | show 🗑
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| show | critical in TQM because of the need to properly translate customer requirements into specific engineering terms.
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| show | Whereas marketing is busy identifying what the customers want and engineering is busy translating that information into technical specifications, purchasing is responsible for acquiring the materials needed to make the product
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| show | critical to the effort to hire employees with the skills necessary to work in a TQM environment
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| Information systems (IS) | show 🗑
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| show | The pursuit of lucrative opportunities by enterprising individuals.
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| Innovation | show 🗑
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| show | Individuals who establish a new organization without the benefit of corporate sponsorship.
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| show | New- venture creators working inside big companies
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| show | A business having fewer than 100 employees, independently owned and operated, not dominant in its field, and not characterized by many innovative practices.
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| show | Protected environments for new, small businesses
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| show | new business having growth and high profitability as primary objectives
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| show | Charging fees for goods and services
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| show | Charging fees to advertise on a site.
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| intermediary model | show 🗑
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| affiliate model | show 🗑
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| subscription model | show 🗑
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| initial public offering (IPO) | show 🗑
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| franchising | show 🗑
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| opportunity analysis | show 🗑
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| show | A formal planning step that focuses on the entire venture and describes all the elements involved in starting it.
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| legitimacy | show 🗑
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| show | A competitive advantage in the form of relationships with other people and the image other people have of you.
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| show | A project team designated to produce a new, innovative product
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| bootlegging | show 🗑
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| entrepreneurial orientation | show 🗑
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| team | show 🗑
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| work teams | show 🗑
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| show | Teams that work on long-term projects but disband once the work is completed
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| show | Teams that operate separately from the regular work structure, and exist temporarily
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| show | Teams that coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits.
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| transnational teams | show 🗑
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| virtual teams | show 🗑
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| show | Autonomous work groups in which workers are trained to do all or most of the jobs in a unit, have no immediate supervisor, and make decisions previously made by frontline supervisors
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| traditional work groups | show 🗑
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| show | Voluntary groups of people drawn from various production teams who make suggestions about quality.
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| show | Groups that make decisions about managing and carrying out major production activities but get outside support for quality control and maintenance
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| autonomous work groups | show 🗑
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| show | Teams with the responsibilities of autonomous work groups, plus control over hiring, firing, and deciding what tasks members perform
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| Forming | show 🗑
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| show | hostilities and conflict arise, and people jockey for positions of power and status
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| show | group members agree on their shared goals, and norms and closer relationships develop
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| show | the group channels its energies into performing its tasks
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| show | Working less hard and being less productive when in a group
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| show | Working harder when in a group than when working alone.
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| show | Shared beliefs about how people should think and behave.
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| Roles | show 🗑
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| task specialist | show 🗑
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| show | Individual who develops and maintains team harmony
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| Cohesiveness | show 🗑
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| gatekeeper | show 🗑
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| informing | show 🗑
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| parading | show 🗑
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| probing | show 🗑
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| show | emerge as materials are passed from one group to another. A group commonly receives work from one unit, processes it, and sends it to the next unit in the process. Your group, then, will come before some groups and after others in the process.
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| show | exist when top management centralizes an activity to which a large number of other units must gain access. Common examples are technology services, libraries, and clerical staff. Such units must assist other people to help them accomplish their goals.
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| show | are created when teams with problems call on centralized sources of expert knowledge. For example, staff members in the human resources or legal department advise work teams.
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| Audit relationships | show 🗑
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| show | involve auditing before the fact. In other words, teams some-times must obtain clearance from others— for example, for large purchases— before they take action.
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| Liaison relationships | show 🗑
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| avoidance | show 🗑
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| show | A style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one’s own interests
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| compromise | show 🗑
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| show | A style of dealing with conflict involving strong focus on one’s own goals and little or no concern for the other person’s goals.
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| show | A style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties’ satisfaction.
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| show | Higher- level goals taking priority over specific individual or group goals.
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| show | A third party who intervenes to help others manage their conflict.
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| show | Any process that directs the activities of individuals toward the achievement of organizational goals.
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| show | 1) setting performance standards, 2) measuring performance, 3) comparing performance against the standards and determining deviations, 4) taking action to correct problems and reinforce successes
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| principle of exception | show 🗑
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| bureaucratic control | show 🗑
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| feedforward control | show 🗑
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| concurrent control | show 🗑
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| feedback control | show 🗑
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| show | An evaluation of the effectiveness and efficiency of various systems within an organization
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| external audit | show 🗑
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| show | A periodic assessment of a company’s own planning, organizing, leading, and controlling processes
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| show | The process of investigating what is being done and comparing the results with the corresponding budget data to verify accomplishments or remedy differences; also called budgetary controlling
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| budgeting | show 🗑
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| Sales budget | show 🗑
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| show | The production budget commonly is expressed in physical units. Required information for preparing this budget includes types and capac-ities of machines, economic quantities to produce, and availability of materials.
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| show | used for areas of the organization that incur expenses but no revenue, such as human resources and other support depart-ments. Cost budgets may also be included in the production budget. costs may be fixed (like rent) or variable (like raw materials)
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| Cash budget | show 🗑
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| show | The capital budget is used for the cost of fixed assets like plant and equipment. Such costs are usually treated, not as regular expenses, but as investments because of their long- term nature and importance to the organization’s productivity
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| show | The master budget includes all the major activities of the business. It brings together and coordinates all the activities of the other budgets and can be thought of as a ― "budget of budgets"
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| activity- based costing ( ABC) | show 🗑
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| show | A report that shows the financial picture of a company at a given time and itemizes assets, liabilities, and stockholders’ equity
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| show | The values of the various items the corporation owns.
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| show | The amounts a corporation owes to various creditors
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| show | The amount accruing to the corporation’s owners
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| profit and loss statement | show 🗑
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| Financial Ratios | show 🗑
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| show | A liquidity ratio that indicates the extent to which short-term assets can decline and still be adequate to pay short- term liabilities.
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| debt- equity ratio (Leverage Ratio) | show 🗑
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| show | A ratio of profit to capital used, or a rate of return from capital.
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| show | Focusing on short- term earnings and profits at the expense of longer- term strategic obligations
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| show | 1. vanity
2. provincialism
3. narcissism
4. laziness
5. pettiness
6. inanity
7. frivolity
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| balanced scorecard | show 🗑
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| Market Control | show 🗑
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| transfer price | show 🗑
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| Clan Control: The Role of Empowerment and Culture | show 🗑
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| show | The belief that things must be either A or B and cannot be both; that only one goal and not another can be attained.
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| show | Ability to achieve multiple objectives simultaneously.
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| Organization Development | show 🗑
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| show | focused on customers, continually fine- tuned based on marketplace changes, and clearly communicated to employees
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| show | good people, with decision- making authority on the front lines, doing quality work and cutting costs.
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| show | one that motivates, empowers people to innovate, rewards people appropriately ( psychologically as well as economically), entails strong values, challenges people, and provides a satisfying work environment.
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| show | making the organization easy to work in and easy to work with, characterized by cooperation and the exchange of information and knowledge throughout the organization
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| show | Realizing that current practices are inappropriate and that new behavior is necessary
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| force- field analysis | show 🗑
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| refreezing | show 🗑
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| show | Introducing and sustaining multiple policies, practices, and procedures across multiple units and levels.
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| show | A response that is initiated before a performance gap has occurred
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| show | A response that occurs under pressure; problem-driven change.
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| show | Companies that take the current industry structure and its evolution as givens, and choose where to compete.
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| shapers | show 🗑
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| Learning Cycle | show 🗑
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| show | Formal systems for the management of people within an organization
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| Demand Forecasts | show 🗑
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| show | managers must fore-cast the supply of labor, that is, how many and what types of employees the organization actually will have. The organization estimates the number and quality of its current employees as well as the available external supply of workers.
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| job analysis | show 🗑
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| show | The knowledge, skills, and abilities of employees that have economic value.
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| show | The development of a pool of applicants for jobs in an organization.
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| Internal Recruiting | show 🗑
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| show | External recruiting brings in ― "new blood" to a company and can inspire innovation.
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| show | Choosing from among qualified applicants to hire into an organization.
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| structured interview | show 🗑
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| situational interview | show 🗑
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| behavioral description interview | show 🗑
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| Reference Checks | show 🗑
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| show | For a higher level of scrutiny, background investigations also have become standard procedure for many companies. The different types of checks include Social Security verification, past employment and education verification, and a criminal records check.
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| show | Employers have been more hesitant to use personality tests for employee selection, because they are hard to defend in court. some personality types are assoc. w/greater job satisfaction &performance.
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| Drug Testing | show 🗑
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| show | These tests measure a range of intellectual abilities, including verbal comprehension ( vocabulary, reading) and numerical aptitude ( mathematical calculations). About 20 percent of U. S. companies use cognitive ability tests for selection purposes.
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| show | the test taker performs a sample of the job. Most companies use some type of performance test, typically for administrative assistant and clerical positions. The most widely used performance test is the typing test.
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| assessment center | show 🗑
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| Integrity Tests | show 🗑
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| reliability | show 🗑
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| validity | show 🗑
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| Layoffs | show 🗑
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| show | The process of helping people who have been dismissed from the company regain employment elsewhere.
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| Termination | show 🗑
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| employment- at- will | show 🗑
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| show | A discussion between a manager and an employee about the employee’s dismissal
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| 938 Fair Labor Standards Act (FLSA) | show 🗑
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| The 1964 Civil Rights Act | show 🗑
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| show | specifically forbids dis-crimination in such employment practices as recruitment, hiring, discharge, promotion, compensation, and access to training.
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| The Americans with Disabilities Act, 1990 | show 🗑
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| The 1991 Civil Rights Act | show 🗑
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| the Age Discrimination in Employment Act of 1967 | show 🗑
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| The Worker Adjustment and Retraining Notification Act of 1989, a.k.a. WARN Act or Plant Closing Bill | show 🗑
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| adverse impact | show 🗑
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| training | show 🗑
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| Phase one of training | show 🗑
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| Phase two of training | show 🗑
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| show | involves decisions about the training methods to be used and whether the training will be provided on-the-job or off-the-job
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| show | evaluate the program’s effectiveness.
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| Measures of effectiveness | show 🗑
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| show | Training designed to introduce new employees to the company and familiarize them with policies, procedures, culture, and the like.
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| team training | show 🗑
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| show | Programs that focus on identifying and reducing hidden biases against people with differences and developing the skills needed to manage a diversified workforce
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| development | show 🗑
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| show | An analysis identifying the jobs, people, and departments for which training is necessary
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| show | Assessment of an employee’s job performance
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| Trait appraisals | show 🗑
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| Behavioral appraisals | show 🗑
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| show | In this technique, the manager keeps a regular log and records each significant behav-ior by the subordinate that reflects the quality of his or her performance
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| Results appraisals | show 🗑
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| show | A process in which objectives set by a subordinate and a supervisor must be reached within a given time period. involves a subordinate and a supervisor agreeing in advance on specific per-formance goals (objectives)
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| show | the traditional source of appraisal information because they are often in the best posi-tion to observe an employee’s performance.
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|
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| show | often see different dimensions of performance and are often best at identify-ing leadership potential and interpersonal skills.
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| Subordinates | show 🗑
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| show | used as sources of performance appraisal information, particularly for companies that are focused on total quality management.
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|
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| self-appraisals | show 🗑
|
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| show | Process of using multiple sources of appraisal to gain a comprehensive perspective on one’s performance
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|
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| cafeteria benefit program | show 🗑
|
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| flexible benefit programs | show 🗑
|
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| show | Principle of equal pay for different jobs of equal worth
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|
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| Equal Pay Act (EPA) of 1963 | show 🗑
|
||||
| show | requires employers to pursue workplace safety. Employers must maintain records of injuries and deaths caused by workplace accidents and submit to onsite inspections.
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|
||||
| show | The system of relations between workers and management
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|
||||
| show | ushered in an era of rapid unionization. made labor organizations legal, established 5 unfair employer labor practices, created the National Labor Relations Board (NLRB).
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|
||||
| The Wagner Act | show 🗑
|
||||
| show | when the workers go on strike to compel agreement on their terms.
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|
||||
| show | The use of a neutral third party to resolve a labor dispute
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|
||||
| union shop | show 🗑
|
||||
| right- to- work | show 🗑
|
||||
| affirmative action | show 🗑
|
||||
| monolithic organization | show 🗑
|
||||
| pluralistic organization | show 🗑
|
||||
| organization chart | show 🗑
|
||||
| Differentiation | show 🗑
|
||||
| integration | show 🗑
|
||||
| show | The assignment of different tasks to different people or groups
🗑
|
||||
| specialization | show 🗑
|
||||
| coordination | show 🗑
|
||||
| authority | show 🗑
|
||||
| show | The authority levels of the organizational pyramid
🗑
|
||||
| corporate governance | show 🗑
|
||||
| show | The number of subordinates who report directly to an executive or supervisor
🗑
|
||||
| Delegation | show 🗑
|
||||
| responsibility | show 🗑
|
||||
| Authority | show 🗑
|
||||
| show | The expectation that employees will perform a job, take corrective action when necessary, and report upward on the status and quality of their performance.
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|
||||
| Decentralization | show 🗑
|
||||
| show | An organization in which high- level executives make most decisions and pass them down to lower levels for implementation.
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|
||||
| line departments | show 🗑
|
||||
| staff departments | show 🗑
|
||||
| show | Subdividing an organization into smaller subunits.
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|
||||
| functional organization | show 🗑
|
||||
| show | Departmentalization that groups units around products, customers, or geographic regions.
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|
||||
| matrix organization | show 🗑
|
||||
| unity- of- command principle | show 🗑
|
||||
| show | A collection of independent, mostly single- function firms that collaborate on a good or service.
🗑
|
||||
| show | also called the modular or virtual corporation......these are Temporary arrangements among partners that can be assembled and reassembled to adapt to the environment
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|
||||
| show | A person who assembles and coordinates participants in a network.
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|
||||
| show | The broker serves as a network architect who envisions a set of groups or firms whose collective expertise could be focused on a particular good or service
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|
||||
| show | The broker serves as a network co- operator who takes the initiative to lay out the flow of resources and relationships and makes certain that everyone shares the same goals, standards, payments, and the like.
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|
||||
| show | The broker serves as a network developer who nurtures and enhances the network ( like team building) to make certain the relationships are healthy and mutually beneficial.
🗑
|
||||
| show | Establishing common routines and procedures that apply uniformly to everyone.
🗑
|
||||
| formalization | show 🗑
|
||||
| show | Interdependent units are required to meet deadlines and objectives that contribute to a common goal.
🗑
|
||||
| coordination by mutual adjustment | show 🗑
|
||||
| show | a) creating slack resources and ( b) creating self-contained tasks. Slack resources are simply extra resources on which organizations can rely in a pinch so that if they get caught off guard, they can still adjust.
🗑
|
||||
| Coordination and Communication: increasing information - Processing capability | show 🗑
|
||||
| knowledge management | show 🗑
|
||||
| show | systematic application of scientific knowledge to a new product, process, or service.
🗑
|
||||
| innovation | show 🗑
|
||||
| technology life cycle | show 🗑
|
||||
| show | Process of clarifying the key technologies on which an organization depends
🗑
|
||||
| show | still under development and thus are unproved. They may alter the rules of competition in the future. Managers will want to monitor the development of emerging technologies but may not yet need to invest in them until they have been more fully developed
🗑
|
||||
| show | have yet to prove their full value but have the potential to alter the rules of com-petition by providing significant advantage.
🗑
|
||||
| show | have proved effective, but they also provide a strategic advantage because not every-one uses them.
🗑
|
||||
| Base technologies | show 🗑
|
||||
| show | the process of comparing the organization’s practices and technologies with those of other companies
🗑
|
||||
| show | focuses on what can be done and what is being developed. benchmarking examines key and perhaps some pacing technologies, while scanning seeks out pacing and emerging technologies— those just being introduced and still in development
🗑
|
||||
| show | The first consideration that needs to be addressed in developing a strategy around technological innovation is market potential.
🗑
|
||||
| Technological Feasibility | show 🗑
|
||||
| Economic Viability | show 🗑
|
||||
| Anticipated Competency Development | show 🗑
|
||||
| show | The final issues that tend to be addressed in deciding on technological innovations have to do with the culture of the organization, the interests of managers, and the expectations of stakeholders
🗑
|
||||
| show | The question an organization asks itself about whether to acquire new technology from an outside source or develop it itself
🗑
|
||||
| show | Developing a new technology within the company has the potential advantage of keeping the technology proprietary. The disadvantage of internal development is that it usually requires additional staff and funding for an extended period
🗑
|
||||
| Purchase | show 🗑
|
||||
| show | If the technology is not available and a company lacks the resources or time to develop it internally, it may choose to contract the development from outside sources
🗑
|
||||
| Licensing | show 🗑
|
||||
| Technology Trading | show 🗑
|
||||
| Research partnerships | show 🗑
|
||||
| show | similar in most respects to research partnerships, but they tend to have greater permanence, and their outcomes result in entirely new companies
🗑
|
||||
| Acquisition of an Owner of the Technology | show 🗑
|
||||
| CIO/CTO | show 🗑
|
||||
| show | A person who develops a new technology or has the key skills to install and operate the technology.
🗑
|
||||
| show | A person who promotes a new technology throughout the organization in an effort to obtain acceptance of and support for it.
🗑
|
||||
| executive champion | show 🗑
|
||||
| show | A focused organizational effort to create a new product or process via technological advances.
🗑
|
||||
| sociotechnical systems | show 🗑
|
||||
| communication | show 🗑
|
||||
| one- way communication | show 🗑
|
||||
| show | A process in which information flows in two directions— the receiver provides feedback, and the sender is receptive to the feedback
🗑
|
||||
| perception | show 🗑
|
||||
| filtering | show 🗑
|
||||
| show | The degree to which a communication channel conveys information.
🗑
|
||||
| reflection | show 🗑
|
||||
| show | Information that flows from higher to lower levels in the organization’s hierarchy
🗑
|
||||
| Upward Communication | show 🗑
|
||||
| show | Information shared among people on the same hierarchical level.
🗑
|
||||
| show | grapevine Informal communication network
🗑
|
||||
| show | Organization in which there are no barriers to information flow.
🗑
|
Review the information in the table. When you are ready to quiz yourself you can hide individual columns or the entire table. Then you can click on the empty cells to reveal the answer. Try to recall what will be displayed before clicking the empty cell.
To hide a column, click on the column name.
To hide the entire table, click on the "Hide All" button.
You may also shuffle the rows of the table by clicking on the "Shuffle" button.
Or sort by any of the columns using the down arrow next to any column heading.
If you know all the data on any row, you can temporarily remove it by tapping the trash can to the right of the row.
To hide a column, click on the column name.
To hide the entire table, click on the "Hide All" button.
You may also shuffle the rows of the table by clicking on the "Shuffle" button.
Or sort by any of the columns using the down arrow next to any column heading.
If you know all the data on any row, you can temporarily remove it by tapping the trash can to the right of the row.
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Created by:
chaya221
Popular Management sets