MGT 405 Chpt 12

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MGT 405 Chpt 12
2011-03-31 01:26:09
strategic management

Implementing Strategy in Companies that Compete in a Single Industry
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  1. The process of deciding how a company should create, use, and combine organizational structure, control systems, and culture to pursue a business model successfully
    Organizational design
  2. Assigns employees to specific value creation tasks and roles and specifics how these tasks and roles are to be linked together in a way that increases efficiency, quality, innovation, and responsiveness to customers
    Organizational structure
  3. Provides managers with a set of incentives to motivate employees to create competitive advantage and specific feedback on how well an organization and its members are performing and building competitive advantage so that action can be continuously taken to strengthen the company's business model
    Control system
  4. Specific collection of values, norms, beliefs, and attitudes that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization
    Organizational culture
  5. A collection of people who work together and perform the same types of tasks or hold similar postions in an organization
  6. The work exchanges or transfers among people, functions, and subunits
  7. A way of grouping functions to allow an organization to better produce and transfer its goods and services to customers
  8. Chain of command that defines each manager's relative authority
    Hierarch of authority
  9. The number of subordinates who report directly to a manager
    Span of control
  10. Many levels of authority relative to company size
    Tall structure
  11. Fewer levels relative to the company size
    Flat structure
  12. A company should choose the hierarchy with the fewest levels of authority necessary to use organizational resources efficiently and effectively
    Principle of the minimum chain of command
  13. Vest authority in managers at lower levels in the hierarchy as well as at the top
    Decentralize authority
  14. When managers at the upper levels of a company's hierarchy retain the authority to make the most important decisions
    Centralized authority
  15. Formal target-setting, measurements, and feedback systems that allow strategic managers to evaluate whether a company is achieving superior efficiency, quality, innovation, and customer responsiveness and implementing its strategy successfully
    Strategic control systems
  16. The desire to share and influence the behavior of a person in a face to face interaction in the pursuit of a company's goals
    Personal control
  17. A system in which strategic managers estimate or forecast appropriate performance goals for each division, department, and employee and then measure actual performance relative to these goals
    Output control
  18. Control through the establishment of a comprehensive system of rules and procedures to direct the actions or behavior of divisions, functions, and individuals
    Behavior control
  19. A blueprint that states how managers intend to use organizational resources to most efficiently achieve organizational goals
    Operating budget
  20. The degree to which a company specifies how decisions are to be made so that employees behavior become predictable
  21. One that is innovative and that encourages and rewards middle- and lower-level managers for taking the initiatives
    Adaptive culture
  22. Group people on the basis of their common expertise and experience or because they use the same resources
    Functional structures
  23. A system in which employees are encouraged to help set their own goals so that managers intervene only when they sense something is not right
    Management by objectives
  24. Geographic regions become the basis for the grouping of organizational activities
    Geographic structure
  25. Focus on customer groups becomes basis of company strategy
    Market structure
  26. Value chain activities are grouped in two ways, vertically by function and horizontally by product or project
    Matrix structure
  27. All employees who work on a project team and are responsible for managing coordination and communication among the functions and projects
    Two-boss employees
  28. Tasks are divided along product or project line and functional specialists become part of a permanent cross-functional team that focuses on the development of one particular range of products
    Product-team structure
  29. Any activity that is vital to delivering goods and services to customers quickly or that promotes high quality or low costs
    Business process