Competencies for Principles of Management
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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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| Strategic Goals | show 🗑
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| show | A pattern of actions and resource allocations designed to achieve the organization’s goals.
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| show | Step 1: Establishment of Mission, Vision, and Goals
Step 2: Analysis of External Opportunities/ Threats
Step 3: Analysis of Internal Strengths/Weaknesses
Step 4: SWOT Analysis, Strategy formulation
Step 5: Strategy Implementation
Step 6: Strategic Co
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| SWOT Analysis and Strategy Formulation | show 🗑
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| show | A system designed to support managers in evaluating the organization’s progress regarding its strategy and, when discrepancies exist, taking corrective action.
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| Tactical Planning | show 🗑
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| show | The process of identifying the specific procedures and processes required at lower levels of the organization
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| concentration strategy | show 🗑
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| Vertical integration | show 🗑
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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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| Functional Strategy | show 🗑
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| Mechanistic Organization | show 🗑
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| Organic Structure | show 🗑
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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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| show | Both partners want the relationship to work because it helps them meet long- term strategic objectives.
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| A good alliance: Interdependence | show 🗑
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| show | The partners devote financial and other resources to the relationship.
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| show | The partners communicate openly about goals, technical data, problems, and changing situations
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| show | The partners develop shared ways of operating; they teach each other and learn from each other
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| show | The relationship has formal status with clear responsibilities
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| show | Both partners are trustworthy and honorable
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| show | An organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.
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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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| Diseconomies of Scale | show 🗑
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| Downsizing | show 🗑
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| show | A successful effort to achieve an appropriate size at which the company performs most effectively.
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| show | Loss of productivity and morale in employees who remain after a downsizing
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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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| show | When the total value created— that is, what customers are willing to pay — exceeds the cost of providing the good or service,
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| Research and development | show 🗑
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| show | Receive and store raw materials and distribute them to operations
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| Operations | show 🗑
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| Outbound logistics | show 🗑
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| Marketing and sales | show 🗑
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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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| show | 13) institute a vigorous program of educaiton and retraining, 14) take action to accomplisht he transformation
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| show | At Six Sigma, a product or process is defect-free 99.99966 percent of the time— less than 3.4 defects or mistakes per million.
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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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| show | A series of quality standards developed by a committee working under the International Organization for Standardization to improve total quality in all businesses for the benefit of producers and consumers.
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| Customer focus | show 🗑
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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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| Involvement of people | show 🗑
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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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| show | Teaching people how to identify areas for improvement and rewarding them for making improvements.
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| Factual approach to decision making | show 🗑
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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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| Small Batch Technologies | show 🗑
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| Large Batch Technologies | show 🗑
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| show | A process that is highly automated and has a continuous production flow
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| show | The production of varied, individually customized products at the low cost of standardized, mass- produced products
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| show | High variety and customization
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| Product design | show 🗑
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| Quality management | show 🗑
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| Organizational structure | show 🗑
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| show | Empowerment of employees
High value on knowledge, information, and diversity of employee capabilities
New product teams
Broad job descriptions
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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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| show | Manufacturing plants that have short production runs, are organized around products, and use decentralized scheduling.
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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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| Logistics | show 🗑
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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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| Elimination of waste | show 🗑
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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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| show | In JIT, employee involvement is central to success. The workers are responsible for production decisions. Managers and supervisors are coaches. Top management pledges that there will never be layoffs due to improved productivity.
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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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| Time- based competition | show 🗑
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| The boundaryless organization | show 🗑
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| Porters Five Forces | show 🗑
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| show | An integrated effort designed to improve quality performance at every level of the organization. focus is on
serving customers, identifying the causes of quality problems, and building quality into the production process.
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| show | The meaning of quality as defined by the customer
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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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| Prevention Costs | show 🗑
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| Appraisal Costs | show 🗑
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| Internal failure Costs | show 🗑
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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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| show | A philosophy of never-ending improvement
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| show | A diagram that describes the activities that need to be performed to incorporate continuous improvement into the operation.
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| show | Studying the business practices of other companies for purposes of comparison
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| show | Employees are expected to seek out, identify, and correct quality problems
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| Cause-and-effect diagrams | show 🗑
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| Flowchart | show 🗑
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| show | A checklist is a list of common defects and the number of observed occurrences of these defects
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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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| show | graphs that show how two variables are related to one another. They are particularly useful in detecting the amount of correlation, or the degree of linear relationship, between two variables.
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| Pareto analysis | show 🗑
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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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| show | Quality should be built into the process; sources of quality problems should be identified and corrected.
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| Quality at the source | show 🗑
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| show | Quality concepts must extend to a company’s suppliers
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| Deming Prize | show 🗑
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| ISO 9000 | show 🗑
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| ISO 9000:2000 – Quality Management Systems – Fundamentals and Standards | show 🗑
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| show | This is the standard used for the certification of a firm’s quality management system. It is used to demonstrate the conformity of quality management systems to meet customer requirements
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| ISO 9004:2000– Quality Management Systems – Guidelines for Performance | show 🗑
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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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| show | important in the TQM process because of the need for exact costing. TQM efforts cannot be accurately monitored and their financial contribution assessed if the company does not have accurate costing methods.
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| Engineering | show 🗑
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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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| Human resources | show 🗑
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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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| show | Entrepreneurship is inherently about innovation— creating a new venture where one didn’t exist before.
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| Entrepreneur | show 🗑
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| show | New- venture creators working inside big companies
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| Small Business | show 🗑
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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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| show | Charging fees to bring buyers and sellers together
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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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| show | An entrepreneurial alliance between a franchisor ( an innovator who has created at least one successful store and wants to grow) and a franchisee ( a partner who manages a new store of the same type in a new location).
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| show | A description of the good or service, an assessment of the opportunity, an assessment of the entrepreneur, specification of activities and resources needed to translate your idea into a viable business, and your source(s) of capital
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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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| show | People’s judgment of a company’s acceptance, appropriateness, and desirability, generally stemming from company goals and methods that are consistent with societal values.
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| social capital | show 🗑
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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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| show | Teams that make or do things like manufacture, assemble, sell, or provide service
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| show | Teams that work on long-term projects but disband once the work is completed
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| parallel teams | show 🗑
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| management teams | show 🗑
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| transnational teams | show 🗑
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| show | Teams that are physically dispersed and communicate electronically more than face- to- face.
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| Self-Managed Teams | show 🗑
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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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| semiautonomous work groups | show 🗑
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| show | Groups that control decisions about and execution of a complete range of tasks
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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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| Norming | show 🗑
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| Performing | show 🗑
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| social loafing | show 🗑
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| social facilitation effect | show 🗑
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| show | Shared beliefs about how people should think and behave.
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| show | Different sets of expectations for how different individuals should behave
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| show | An individual who has more advanced job- related skills and abilities than other group members possess.
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| team maintenance specialist | show 🗑
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| show | The degree to which a group is attractive to its members, members are motivated to remain in the group, and members influence one another.
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| gatekeeper | show 🗑
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| show | A team strategy that entails making decisions with the team and then informing outsiders of its intentions.
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| show | A team strategy that entails simultaneously emphasizing internal team building and achieving external visibility.
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| show | A team strategy that requires team members to interact frequently with outsiders, diagnose their needs, and experiment with solutions.
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| Work- flow relationships | show 🗑
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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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| show | develop when people not directly in the chain of command evalu-ate the methods and performances of other teams. Financial auditors check the books, and technical auditors assess the methods and technical quality of the work.
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| Stabilization relationships | show 🗑
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| Liaison relationships | show 🗑
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| show | A reaction to conflict that involves ignoring the problem by doing nothing at all, or deemphasizing the disagreement
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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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| show | A style of dealing with conflict involving moderate attention to both parties’ concerns
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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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| Mediator | show 🗑
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| control | show 🗑
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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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| show | The use of rules, regulations, and authority to guide performance.
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| feedforward control | show 🗑
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| show | The control process used while plans are being carried out, including directing, monitoring, and fine- tuning activities as they are performed
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| show | Control that focuses on the use of information about previous results to correct deviations from the acceptable standard
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| Management Audits | show 🗑
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| external audit | show 🗑
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| internal audit | show 🗑
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| Budgetary Controls | show 🗑
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| budgeting | show 🗑
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| Sales budget | show 🗑
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| Production budget | show 🗑
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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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| show | shows the anticipated receipts and expenditures, the amount of working capital available, the extent to which out-side financing may be required, and the periods and amounts of cash available.
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| Capital budget | show 🗑
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| Master budget | show 🗑
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| show | A method of cost accounting designed to identify streams of activity and then to allocate costs across particular business processes according to the amount of time employees devote to particular activities.
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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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| stockholders’ equity | show 🗑
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| profit and loss statement | show 🗑
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| show | Ratios help indicate possible strengths and weaknesses in a company’s operations. Key ratios are calculated from selected items on the profit and loss statement and the balance sheet.
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| current ratio (Liquidity Ratio) | show 🗑
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| show | A leverage ratio that indicates the company’s ability to meet its long- term financial obligations
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| show | A ratio of profit to capital used, or a rate of return from capital.
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| management myopia | show 🗑
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| 7 "deadly sins" of performance measurement | show 🗑
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| balanced scorecard | show 🗑
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| show | Control based on the use of pricing mechanisms and economic information to regulate activities within organizations.
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| transfer price | show 🗑
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| Clan Control: The Role of Empowerment and Culture | show 🗑
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| The Tyranny of the Or | show 🗑
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| organizational ambidexterity | show 🗑
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| show | The systemwide application of behavioral science knowledge to develop, improve, and reinforce the strategies, structures, and processes that lead to organizational effectiveness.
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| show | focused on customers, continually fine- tuned based on marketplace changes, and clearly communicated to employees
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| Execution | show 🗑
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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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| Structure | show 🗑
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| unfreezing | show 🗑
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| show | An approach to implementing the unfreezing/ moving/ refreezing model by identifying the forces that prevent people from changing and those that will drive people toward change
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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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| proactive change | show 🗑
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| show | A response that occurs under pressure; problem-driven change.
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| adapters | show 🗑
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| show | Companies that try to change the structure of their industries, creating a future competitive landscape of their own design.
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| Learning Cycle | show 🗑
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| human resources management (HRM) | show 🗑
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| Demand Forecasts | show 🗑
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| Labor Supply Forecasts | show 🗑
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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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| Recruitment | show 🗑
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| show | The advantages of internal recruiting are that employers know their employees, and employees know their organization.
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| show | External recruiting brings in ― "new blood" to a company and can inspire innovation.
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| Selection | show 🗑
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| structured interview | show 🗑
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| situational interview | show 🗑
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| show | explores what candidates have actually done in the past
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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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| show | Since the passage of the Drug- Free Workplace Act of 1988 applicants and employees have been subject to testing for illegal drugs.
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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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| show | A managerial performance test in which candidates participate in a variety of exercises and situations.
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| show | To assess job candidates’ honesty, employers may administer integrity tests. Two forms of integrity tests are polygraphs and paper- and- pencil honesty tests. Polygraphs, or lie detector tests, have been banned for most employment purposes.
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| reliability | show 🗑
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| validity | show 🗑
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| show | As a result of the massive restructuring of American industry brought about by mergers and acquisitions, divestiture, and increased competition, many orga-nizations have been downsizing— laying off large numbers of managerial and other employees.
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| show | The process of helping people who have been dismissed from the company regain employment elsewhere.
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| show | People sometimes get fired for poor performance or other reasons.
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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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| show | prohibits discrimination in employment based on race, sex, color, national origin, and religion.
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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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| show | prohibits employment discrimination against people with disabilities. Recov-ering alcoholics and drug abusers, cancer patients in remission, and AIDS patients are covered by this legislation
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| show | permitted punitive damages to be imposed on companies that violate protections/rights of employees
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| the Age Discrimination in Employment Act of 1967 | show 🗑
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| show | requires covered employers to give affected employees 60 days’ written notice of plant closings or mass layoffs.
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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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| show | design of training programs. ased on needs assessment, training objectives and content can be established.
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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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| diversity training | show 🗑
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| show | Helping managers and professional employees learn the broad skills needed for their present and future jobs.
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| needs assessment | show 🗑
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| Performance Appraisal (PA) | show 🗑
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| Trait appraisals | show 🗑
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| show | while still subjective, focus more on observable aspects of performance. They were developed in response to the problems of trait appraisals.
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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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| show | tend to be more objective and can focus on production data such as sales volume (for a salesperson), units produced (for a line worker), or profits (for a manager).
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| management by objectives (MBO) | show 🗑
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| Managers and supervisors | show 🗑
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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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|
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| show | give superiors feedback on how their employees view them.
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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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| 360- degree appraisal | show 🗑
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| show | An employee benefit program in which employees choose from a menu of options to create a benefit package tailored to their needs
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||||
| show | Benefit programs in which employees are given credits to spend on benefits that fit their unique needs.
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| comparable worth | show 🗑
|
||||
| show | prohibits unequal pay for men and women who perform equal work. Equal work means jobs that require equal skill, effort, and responsibility and are performed under similar working conditions
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|
||||
| The Occupational Safety and Health Act (OSHA) of 1970 | show 🗑
|
||||
| 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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|
||||
| show | Before the Act, employers could fire workers who favored unions. Assisted the growth of unions by enabling workers to use the law and the courts to organize and collectively bargain for better wages, hours, and working conditions.
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|
||||
| show | when the workers go on strike to compel agreement on their terms.
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||||
| arbitration | show 🗑
|
||||
| show | An organization with a union and a union security clause specifying that workers must join the union after a set period of time
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|
||||
| right- to- work | show 🗑
|
||||
| show | Special efforts to recruit and hire qualified members of groups that have been discriminated against in the past.
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|
||||
| monolithic organization | show 🗑
|
||||
| show | An organization that has a relatively diverse employee population and makes an effort to involve employees from different gender, racial, or cultural backgrounds.
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|
||||
| show | The reporting structure and division of labor in an organization
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|
||||
| Differentiation | show 🗑
|
||||
| integration | show 🗑
|
||||
| Division of labor | show 🗑
|
||||
| specialization | show 🗑
|
||||
| coordination | show 🗑
|
||||
| authority | show 🗑
|
||||
| show | The authority levels of the organizational pyramid
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|
||||
| corporate governance | show 🗑
|
||||
| show | The number of subordinates who report directly to an executive or supervisor
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|
||||
| show | The assignment of new or additional responsibilities to a subordinate
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|
||||
| show | The assignment of a task that an employee is supposed to carry out
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|
||||
| show | means that the person has the power and the right to make decisions, give orders, draw on resources, and do whatever else is necessary to fulfill the responsibility.
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|
||||
| accountability | show 🗑
|
||||
| show | An organization in which lower- level managers make important decisions. The delegation of responsibility and authority decentralizes decision making. n decentral-ized organizations, more decisions are made at lower levels. makes decision making faster.
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|
||||
| centralized organization | show 🗑
|
||||
| line departments | show 🗑
|
||||
| staff departments | show 🗑
|
||||
| show | Subdividing an organization into smaller subunits.
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|
||||
| show | Departmentalization around specialized activities such as production, marketing, and human resources.
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|
||||
| show | Departmentalization that groups units around products, customers, or geographic regions.
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|
||||
| matrix organization | show 🗑
|
||||
| show | A structure in which each worker reports to one boss, who in turn reports to one boss
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|
||||
| network organization | show 🗑
|
||||
| dynamic network | show 🗑
|
||||
| show | A person who assembles and coordinates participants in a network.
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|
||||
| Designer role | show 🗑
|
||||
| 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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|
||||
| Nurturing role | show 🗑
|
||||
| show | Establishing common routines and procedures that apply uniformly to everyone.
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|
||||
| formalization | show 🗑
|
||||
| show | Interdependent units are required to meet deadlines and objectives that contribute to a common goal.
🗑
|
||||
| coordination by mutual adjustment | show 🗑
|
||||
| Coordination and Communication: reduce need for information | show 🗑
|
||||
| show | Instead of reducing the need for information, an organization may take the approach of increasing its information- processing capability. It can invest in information systems, which usu-ally means employing or expanding computer systems.
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|
||||
| knowledge management | show 🗑
|
||||
| show | systematic application of scientific knowledge to a new product, process, or service.
🗑
|
||||
| innovation | show 🗑
|
||||
| show | A predictable pattern followed by a technological innovation, from its inception and development to market saturation and replacement
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|
||||
| show | Process of clarifying the key technologies on which an organization depends
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|
||||
| 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
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|
||||
| Pacing technologies | show 🗑
|
||||
| show | have proved effective, but they also provide a strategic advantage because not every-one uses them.
🗑
|
||||
| show | those that are commonplace in the industry; everyone must have them to be able to operate. Thus, they provide little competitive advantage
🗑
|
||||
| show | the process of comparing the organization’s practices and technologies with those of other companies
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|
||||
| Scanning | show 🗑
|
||||
| show | The first consideration that needs to be addressed in developing a strategy around technological innovation is market potential.
🗑
|
||||
| show | In addition to market receptiveness, managers must consider the feasibility of techno-logical innovations. Visions can stay unrealized for a long time. Technical obstacles may represent barriers to progress.
🗑
|
||||
| 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
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|
||||
| 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
🗑
|
||||
| show | Most technology already is available in products or processes that can be purchased openly. may be faster and cheaper than internal development
🗑
|
||||
| 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
🗑
|
||||
| show | Certain technologies that are not easily purchased as part of a product can be licensed for a fee.
🗑
|
||||
| Technology Trading | show 🗑
|
||||
| Research partnerships | show 🗑
|
||||
| Joint ventures | show 🗑
|
||||
| Acquisition of an Owner of the Technology | show 🗑
|
||||
| CIO/CTO | show 🗑
|
||||
| technical innovator | show 🗑
|
||||
| product champion | show 🗑
|
||||
| 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 🗑
|
||||
| two- way communication | show 🗑
|
||||
| perception | show 🗑
|
||||
| filtering | show 🗑
|
||||
| Media Richness | show 🗑
|
||||
| show | Process by which a person states what he or she believes the other person is saying
🗑
|
||||
| Downward Communication | show 🗑
|
||||
| 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