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MANGT 220
Exam 2
| Question | Answer |
|---|---|
| organizational culture | the system of shared beliefs and values that guide behaviors in an organization- what does it stand for, how do we do things, what do we consider important |
| observable culture | visible in the way members behave, and in the stories, heroes, rituals and symbols that are part of daily organization life |
| core values | beliefs and values shared by people in an organization |
| organizational socialization | Onboarding process in which new members learn the organizational culture |
| strong org. culture | clear well-defined and widely shared |
| value-based management | actively develops, communicates and enacts shared values |
| symbolic leader | someone whose words and actions consistently communicate the core values |
| workplace spirituality | creates meaning and share community among organizational members |
| managing the age gap | build a strong relationship, seek feedback not approval, understand communication style, become an active listener, focus on results not process, beat imposter syndrome |
| change management process | explain why change is happening, why change is important to long term success, how the change will be implemented |
| double bind dilemma | female leaders get criticized when the act consistent with female subculture stereotypes and male subculture stereotypes- cant do anything right |
| multiculturalism | involves inclusiveness, pluralism, and respect for diversity |
| multicultural organization | has a culture with core values that respect diversity and support multiculturalism |
| pluralism | members of both minority and majority cultures are influential and setting up key values and policies |
| glass ceiling | invisible barrier that prevents women and minorities from advancing in the work place |
| leaking pipeline problem | when glass ceiling and other obstacles cause qualified women and minorities to drop out of upward career paths |
| ethnocentrism | idea that ones subculture is superior to others |
| microaggression | common, subtle, and often unintentional verbal or non-verbal slights, insults, and indignities that communicate hostile messages to marginalized groups |
| code switching | occurs when a minority member of a dominant culture turns off their authenticity and turns on behaviors consistent with the majority culture; chameleon |
| glass closet | self-imposed personas adopted by LGBTQ individual to hide one’s sexual orientation and gender identity from others at work; |
| structural bias | norms and practices that discourage or inhibit the advancement of women and minorities |
| diversity dividend | :workforces offer a wide mix of talents and perspective |
| reasons for increasing diversity | improve quality of workforce, change labor force demographics, legislation and legal action, globalization movement |
| affirmative action | diversity leadership - create upward mobility for minorities and women |
| valuing differences | diversity leadership that builds quality relationships with respect for diversity |
| leading diversity | build and maintain a culture of inclusivity where all members reach their full potential |
| change leader | : takes initiative in trying to change the behavior of another person or within a social system, opposite of status quo manager |
| top-down change | the change initiative comes from senior management with goals of improving organizational performance |
| bottom-up change | change initiatives from all levels in the organization |
| transformational change | : results in a major and comprehensive redirection of organization, led form the top, difficult to achieve |
| incremental change | bends and adjust existing ways to improve performance; unfreezing, changing, refreezing |
| unfreezing | phase in which a situation is prepared for change, communicate the need for change |
| change phase | when actual change is made in an organization, biggest mistake is prematurely entering change phase |
| refreezing | phase when change is stabilized |
| force coercion strategy | pursues change through formal authority and/or the use of rewards or punishments |
| improvisational change | where adjustments are continually made as aspects of the change initiative are impended |
| rational persuasion strategy | attempt to bring about change through persuasion backed by special knowledge, believe people are guided by reason |
| shared power strategies | use participation and involvement to identify values, assumptions and goals from which support for change emerge |
| strategic management | process of formulating and implanting strategies to accomplish long-term goals and sustain competitive advantage |
| corporate management | set direction and guide resource allocations for entire company - what business are we in? |
| business management | identifies how a division or SBU will compete in industry – how an organization conducts business - porters model and swot analysis |
| rivalry amongst existing competitors | established firms in the industry - wine = other wine |
| threat of substitute products | wine industry = beer/other alcohol |
| threat of new entrants | extent to which new competitors can enter the market based on barriers to entry |
| bargaining power of supplier | increases with less suppliers available |
| bargaining power of buyers | increase with size of customer order |
| swot analysis | strength and weakness = internal, opportunity and threat = external - micro tool, look at company specific |
| porters 5 forces model | macro tool, look at industries economy as a whole |
| oligopoly | few competitors (phone providers) |
| hyper competition | several direct competitors (restaurants) |
| monopoly | complete control of an industry often highly regulated (utilities) |
| functional management | guides use of organizational resources within a specific area such as marketing, finance, HR |
| differentiation strategy | distinguishing itself from competitors through the quality of its products or services |
| overall low-cost leadership strat | attempts to gain competitive advantage by reducing costs below the costs of competing firms |
| focus strategy | concentrate on a specific regional market, product line, or group of buyers (luxury brands) |
| related diversification | when an organization operates several businesses that are linked to one another (honda) |
| unrelated diversification | when an organization operates several businesses thata re not associated (Yamaha) |
| BCG Matrix dogs | low market share, low growth rate (pepsi= crystal pepsi) |
| BCG matrix cash cows | high market share, low growth rate (pepsi = frito-lay) |
| BCG matrix question marks | low market share, high growth rate (pepsi = diet pepsi) |
| BCG matrix stars | high market share, high growth rate (pepsi= gatorade) |
| decision making process | identify problem, identify decision criteria, allocate weights to criteria, develop alternatives, analyze alternatives, select alternative, implement alternative, evaluate effectiveness |
| rational decision making | decision that best serves the interest of the organization – only 5% of decisions we make use rational process - complete and perfect info, eliminate uncertainty, rational/logical |
| administrative decision making | use incomplete/imperfect info, constrained by bounded rationality, satisfy immediate concerns |
| bounded rationality | decision makers limited by their values and unconscious reflexes, skills and habits |
| satisficing decisions | tendency to search for alternatives only until one is found that meets standard of sufficiency |
| coalition | political force in decision making which consists of an informal alliance formed to achieve a goal |
| intuition | innate belief about something without conscious consideration |
| escalation of commitment | staying with a decision even when it appears to be wrong – doubling down on a bad idea |
| systematic thinking | approach problems in a rational analytical fashion |
| intuitive thinking | approaches problems in a flexible and spontaneous fashion |
| strategic opportunism | focuses on long term objectives while being flexible in dealing with short term problems |
| advantages of group decision making | more info and knowledge, more alternatives, better decisions, more acceptance |
| disadvantages of group decision making | process takes longer, indecisiveness, one person dominates group, groupthink |
| groupthink | when group members feel intense pressure to agree with each other |
| how to avoid groupthink | appointed devils advocate, leader excuse themselves from meeting, “second-chance meeting” |
| biculturalism | adopting characteristics of majority culture (hiding sexual orientation to blend in with majority culture) |
| determinants of organizational culture | Organizations founder: living out core values, Influential individuals/groups, Policies and strategies, Corporate success and shared experiences, Symbols, stories, language, ceremonies |
| structural integration | Minority-culture members are well represented in jobs at all levels and in all functional responsibilities. |
| organizational subcultures | consist of members with similar values and beliefs based on their work responsibilities, personal characteristics, shared experiences, and social identities |
Created by:
kayleejh0829