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MGT 342 - Exam 2
Study Guide
| Question | Answer |
|---|---|
| Describe several factors that cause uncertainty. Ch. 4 | decision makers do not have sufficient info about envrmt factors, and they have difficult time predicting external changes - Elements change frequently, and unpredictably |
| How does environment complexity lead to organizational complexity? Ch. 4 | The more external elements that regularly influence the organization, and the greater number of other companies in an organization domain, the greater the complexity. |
| Methods for adapting to a changing environment. Ch. 4 **Wouldn't fit on slide** Planning, Forecasting, and Responsiveness | -Organization need right fit btwn internal structure and the external environment Adding Postions and Depts: -> Boundary-spanning roles & Bus Intel. -> Building Relationships. - Differentiation and Integration - Organic vs. Mechanistic Mngt Process |
| Differentiation Ch. 4 | refers to "the differences in cognitive and emotional orientation among managers indifferent functional departments, and the difference in formal structure amount these departments. |
| Describe several methods for influencing external resources. Ch. 4 | Balance linkages and independence Reach out and change or control elements in the environment: - Establish favorable/formal relationships with key elements of the environment - Shape the environment by influencing key sectors |
| Describe an organizational ecosystem. Ch. 5 | a system formed by the interaction of a community of org. and their environment. Cuts across Traditional Industries lines. Megacommunicty Approach: business, govt, and nonprofit org. join across sectors and industries to solve mutual issues. |
| Why have mutual dependencies and partnerships become facts of life in business today? Ch. 5 | - Changing technology and new regulations present organizations with international competition - Organizations are involved in complex networks, the number of corporate alliances are increasing - Traditional competition no longer exists |
| What is a collaborative network? Ch. 5 | - Collaboration allow risks to be shared - Cooperation is a prerequisite for greater innovation - Interorganizational linkages provide a kind of safety net that encourages long-term investment and risk - Org. are moving from adversaries to partners |
| Do you believe the population ecology concept is healthy; i.e., new organizations emerge and old ones die? Ch. 5 | Yes, for example the caribou herd, and pack of wolves. The wolves eat the weaker caribou to strengthen themselves along with the caribous herd. With co-evolution, the whole system becomes stronger. |
| How does the process of variation, selection, and retention work? Ch. 5 | Variation: Large # of variations appear in population of org. Selection: Some org. find nice, and survive Retention: A few org's grow large, and become institutionalized in the environment |
| Define legitimacy and institutionalism. Ch. 5 | Institutional perspective: -Mng survival -Balance expectations of envm. -Institutional Envm. -Norms and values of stakeholders -Adopt structures and processes to please outsiders Legitimacy - Org.'s actions are desirable, proper and acceptable |
| What three forces influence similarity? Ch. 5 | Mimetic Forces–to copy or model other organizations Coercive Forces – organization to adopt structures, techniques or behaviors similar to other organizations. Normative Forces – adopt standards and techniques of proff. comm. |
| Why should we expand internationally? ( 3 reasons) Ch. 6 | Economic, technological, and competitive forces have combined to push companies from a domestic to a global focus. Motivation to Expand: - Economies of Scale - Economies of Scope - Low-Cost Production Factors |
| New markets, resources, customers <--(Elaborate) Ch. 6 | |
| What are the 4 stages of international development? Ch. 6 | Domestic Stage International Stage Multinational Stage Global Stage See Pg. 223 for more detail |
| Describe the 4 global structures. **Why do they choose things?** Ch. 6 | International Division Global Product Division Global Geographic Division Global Matrix Structure |
| Describe at least 3 global coordination mechanisms. **Why, & Where are we going to work together?** Ch. 6 | - Global Teams - Headquarters Planning - Expanded Coordination Roles |
| Describe uncertainty avoidance as cultural issues. Ch. 6 **Who does & doesn’t accept these viewpoints?** | When members feel uncomfortable with uncertainty and ambiguity **Japanese are not OK with uncertainty at any point. Germans don’t like uncertainty. (Uncertainty Avoidance) |
| Define and describe the transnational model. Ch. 6 **At least 3 characteristics of this model** More Slide 16 & 17 PPT | - Assets and resources are dispersed worldwide - Structures are flexible and ever-changing - Subsidiary mngrs initiate strategy and innovations that become strategy for the whole org. - Corporate culture, shared vision and mngmnt style guide the org. |
| The Organization Environment Ch. 4 | All the elements that exist outside the boundary of the organization Potential to affect all or part of the organization. Domain - is the chosen environmental field of action Sectors - or subdivisions that contain similar elements |
| Task Environment Ch. 4 | Sectors that the organization interacts with directly to achieve goals - Typically the “industry” and market sectors - Raw Materials - Human Resources - also includes International Sector |
| General Environment Ch. 4 | Sectors that may not have direct impact on the daily operations Government sector Sociocultural sector Economic conditions Technology sector - How expensive & for what reason? Financial resources Extremely important to entrepreneurs |
| Dimensions of Environment Range Ch. 4 | - Unstable - Homogeneous - Heterogeneous - Simple - Complex The dimensions boil down to: - The need for information about the environment - The need for resources from the environment |
| Organic Ch. 4 | If it is DEcentralized then it’s organic (we want everyone to know, try to get the word everybody). Quick decision making needed. “Spread the Word” |
| Mechanistic Ch. 4 | If something is centralized then it is mechanistic. Not 100% of the time though (Only telling people that need to know about things). The slowly changing environment this works for. “The COC(Chain of Command)” |
| Simple + Stable Environment Uncertainty Ch. 4 | = Low Uncertainty 1. Small number of external elements, and elements are similar 2. Elements remain the same or change slowly 3. Homogeneous - an organization that is the same throughout. 4. Preferred I.E. Soft drink bottlers, container mfg |
| Simple + Unstable Environment Uncertainty Ch. 4 | = High Moderate Uncertainty 1. Small number of external elements, and elements are similar 2. Elements change frequently, and unpredictable 3. Homogeneous - the same throughout I.E. E-Commerce, Fashion clothing, music industry |
| Complex + Stable Ch. 4 | = Low-Moderate Uncertainty 1. Large number of external elements, and elements are dissimilar 2. Elements remain the same or change slowly 3. Heterogeneous - Things are different or continues to change. I.E. Univsrities, Insurnce Cmpny, Chemical Cmpny |
| Complex + Unstable Ch. 4 | = High Uncertainty 1. Large number of external elements, and elements are dissimilar 2. Element change frequently and unpredictably 3. Heterogeneous - Differentiation & Integration! I.E. Computer Firms, Aerospace (Rocket's explode) |
| Integration Ch. 4 | required to coordinate departments when the environment is highly uncertain, frequent changes require more information processing to acheive horizontal coordination. |
| Integration Ch. 4 | required to coordinate departments when the environment is highly uncertain, frequent changes require more information processing to acheive horizontal coordination. |
| Integration Ch. 4 | required to coordinate departments when the environment is highly uncertain, frequent changes require more information processing to acheive horizontal coordination. |
| Integration Ch. 4 | required to coordinate departments when the environment is highly uncertain, frequent changes require more information processing to acheive horizontal coordination. |
| Resource-dependence Perspective Ch. 4 | means organizations depend on the envmt Strive to acquire control over rsrces to min dependence - Orgnz are vulnerable if rsrces are controlled by other Orgnz - Minimize Weakness -team up with others when resources are scarce I.E. Intel & Ore Mine |
| Interorganizational relationships | resource transactions, flows, and linkages that occur among two organizations |
| Power distance Ch. 6 **Who does & doesn’t accept these viewpoints?** | How people accept inequality. Mexican accept that people are better than others. (Power Distance) |
| National Approaches to Coordination Control | 1. Centralized Coordination: Japanese Companies 2. Decentralized Approach: European Firms 3. Coordination and Control Through Formalization: The United States |
Created by:
ekmabary92
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