internal growth accountability adverse impact Affirmative action Ambiguity BCG Model

Behaviorally anchored rating scale bounded rationality Brainstorming Business-level strategy Centralized decision making Certainty chain of command Change sequence competitive advantage concerted activity Consolidated Omnibus Budget Reconciliation Act Contingency factor that influences organizational structure Contingency planning Corporate-level strategy Cost leader strategy Crisis planning Decentralized decision making Decision making approaches decision making process Decision making styles delegation descriptive decision Differentiation strategy disparate treatment Diversification Diversity and Teams diversity training Division of labor Employment-at-will equal employment opportunity

External recruiting Family and Medical Leave Act Focus strategy Force field analysis Globalization strategy Goal Goal setting criteria Human Capital Incremental change Internal recruiting Interviews job analysis job description line authority Liquidation Management by objectives matrix structure Mission statement mission. Models of decision making monoculture Multi-domestic strategy non-programmed decision normative decision Occupational Safety and Health Act Operational plan Organizational structure Performance appraisal Performance gap Plan planning process pluralism policy Porters five force procedure programmed decision

Realistic job preview retrenchment Risk Risk propensity rule satisficing Scalar principle single-use plan Span of management staff authority Stages of diversity awareness Steps in MBO process strategic goals. strategic management Strategic plan strategic planning

Strategies to overcome resistance to change

strategy formulation strategy implementation SWOT Analysis synergy tactical goals. Tactical plan The glass ceiling Title VII of the Civil Rights Act Transformational change Transnational strategy Types of organizational structures Types of pay Uncertainty unionization Unity of command Validity Vision Work specialization

people with responsibility and authority are subject to reporting and justifying task outcomes to those above them in the chain of command requires that employers take positive step to gaurantee equal employment oppurtunities for people within protected groups a condition in which the goal to be achieved or the problem to be solved is unclear, alternatives are difficult to define, and information about outcomes is unavailable a concept developed by the Boston Consulting Group that evaluates strategic business units with respect to two dimensions - business growth rate and market share - and classifies them as cash cows, stars, question marks, or dogs a performance evaluation technique that relates an employee's performance to specific job-related incedents means that people have the time and cognitive ability to process only a limited amount of information on which to base decisions a technique that uses a face to face group to sponateously suggest a broad range of alternative for making a decision pertains to each business unit or product line within the organization decision making authority is located near top organization levels a situation in which all the information the decision maker needs is fully available an unbroken line of authority that links all indiviuals in the organization and specifies who reports to whom refers to what sets the organization apart from others and provides it with a distinctive edge in the market place requires continuing health insurance coverage (paid by employee) following termination identifies important factors in the environment and defines a range of alternative responses to be taken in the case of emergencies, setbacks, or unexpected conditions pertains to the organization as a whole and the combination of business units and products that make it up a strategy with which managers aggressively seek efficient facilities, cut costs, and use tight cost controls to be more efficient than others in the industry decision making authority is pushed down to lower organization levels the process of identifying problems and oppurtunities and then resolving them differences among people with respect to how they percieve problems and make choices when managers transfer authority and responsibility to positions below them in the hierarchy descrives how managers actually make decisions, rather than how they should make decisions according to a theoretical model a strategy with which managers seek to distinguish the organization's product and services from those of others in the industry the strategy of moving into new lines of business

prohibits discrimination in employment on the basis of race, religion, color, sex, or national origin

Requires employers to provide up to 12 weeks unpaid leave for childbirth, adoption, or family emergencies a strategy where managers either use a differentiation or a cost leadership approach, but they concentrate on a specific regional market or buyer group a technique for determining what forces drive a proposed change and which forces restrain it a strategy where product design and advertising are standardized throughout the world a desired future state that the organization want to reaalize a theory that proposes that specific, challenging goals increase motivation and performance when the goals are accepted by subordinates receive feedback to indicate their progress toward goal achievement. the economic value of the combined knowledge, experience, skills, and capabilities of employees

the systematic process of gathering and interpreting information about the essential duties, tasks, and responsibilities of a job a concise summary of the specific tasks and responsibilities of a position. the formal power to direct and control immediate subordinates

a structural approach that uses both functional and divisional chains of command simulatneously, in the same part of the organization a broadly stated definition of the organization's basic business scope and operations that distinguishes it from similar types of organizations an organization's purpose or reason for existance a culture that accepts only one way of doing things and one set of values and beliefs means that competition in each country is handled independently, and product design and advertising are modified to suit the specific needs of individual countries. a decision made in a response to a situation that is unique, is poorly defined and largely unstructured, and has important consequences for the organization. how a manager SHOULD make logical decisions and provides guidelines for reaching an ideal outcome specifies the action steps toward achieving operational goals and supports tactical activities. a framework in which an organization definies how tasks are divided, resources are deployed, and departments are coordinated. the process of observing and evaluating an employee's performance, recording the assesments, and providing feedback a blueprint specifying the resource allocation, schedules, and other actions necessary for attaining a goal. an environment in which the organization accommodates several subcultures including employees who would otherwise feel isolated and ignored

a decision made in a response that has occurred often enough to enable managers to develop decision rules that can be applied in the future

gives applicants all pertinent and realistic information, both positive and negative, about a job and the organization. means that a decision has clear-cut goals and good information is available, but the future outcomes associated with each alternative are subject to chance a decision has clear-cut goals and good information is available but the future outcomes associated with each alternative are subject to change the willingness to undertake risk with the oppurtunity of gaining an increased payoff choosing the first alternative that satisfies the minimal decision criteria, regardless of whether better solutions are presumed to exist a clearly defined line of authority in the organization that includes all employees a plan that is developed to achieve a set of goals that is unlikely to be repeated in the future the number of employees reporting to a supervisor. (span of control) the right to advise, counsel, and recommend in the manager's area of expertise a method whereby managers and employees define goals for every department, project, and person and use them to monitor subsequent performance. a broad statement of where an organization wants to be in the future. Pertains to the organization as a whole rather than to specfic divisions or departments. a set of decisions and actions used to formulate and implement strategies that will provide a competitively superior fit between an organization and its environment so as to achieve organizational goals action steps by which an organization intends to achieve a strategic goal

the stage of strategic management that includes the planning and decision making that lead to the establishment of the organization's goals and a specific strategic plan. using managerial , administrative, and persuasive abilities to translate a chosen decision alternative into action an audit of strengths, weaknesses, oppurtunities, and threats that affect organizational performance the whole is greater than the sum of its parts the outcome that major divisions and departments must achieve for an organization to reach its overall goals designed to help execute major strategic plans and to accomplish a specific part of a company's strategy an invisible barrier that separates women and minoritites from senior management positions prohibits discrimination in employment on the basis of race, religion, color, sex, or national origin a strategy that combines global coordination to attain efficiency with local flexibility to meet needs in different countries

occurs when managers know which goals they want to achieve, but information about alternatives and future events is incomplete each subordinate recieves orders from one and only one superior an attractive, ideal future that is credible yet not readily attainable the degree to which organizational tasks are subdivided into individual jobs.