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36 Cards in this Set

  • Front
  • Back
VALUE CHAIN
Begins with raw materials and ends with DELIVERY OF GOODS OR SERVICE with additional value created at each step
MEASURE OF EFFECTIVE VALUE CHAIN
PROFIT MARGINS are increased
INDUSTRY & MARKET ANALYSIS
Step 2 of Strategic Planning Process : ANALYSIS OF EXTERNAL OPPU\OPPORTUNITIES AND THREATS
SWOT--
STRENGTH--WHAT ARE?
WEAKNESS
OPPORTUNITIES
THREATS
skilled management
positive cash flow
well-known brands
CORE COMPETENCE
SKILLS / EXPERTISE / KNOWLEDGE that give a company an edge over competitors
SUPPLIERS
They can affect manufacturing time, product quality and inventory levels.
DIFFERENTIATION STRATEGY
When a company offers a UNIQUE product or service along some dimension that customers value
VERTICAL INTEGRATION
Ex: Happy Inc buys BCD cable network
The acquisition or development of new businesses that produce parts or components of the organization's Product
STRATEGIC VISION
Ex: best service in town(mission) to best service in U.S. by franchising(vision)
The LONG-TERM direction and strategic intent of a company
1st step of ORGANIZATIONAL STRATEGIC PLANNING
developing a strategic
MISSION (basic purpose and scope of operations)
VISION (long-term direction of company)
GOALS
SIX SIGMA
the introduction of statistical tools to analyze the causes of product defects
REENGINEERING
revolutionize key organizational systems and processes
SIX SIGMA
less than 3.4 defects or mistakes per million (99.99966 okay)
Last Step of Deming's 14 points of quality
TAke action to accomplish the transformation
QUALITY ASSURANCE
process checklists and project audits
INTERNAL QUALITY AUDIT
measures effectiveness of an organization's quality management systems.
ISO 9000 vs. Six Sigma
Six Sigma deals in lowering variations in standardized products and procedures. ISO 9000 -- a certification model that allows other companies to feel comfortable in using your service or product.
CRM (CUSTOMER RELATIONSHIP MANAGEMENT)
process that focuses on creating 2-way exchanges with customers to foster all aspects of interaction a company has with its customers
DR. OHMAE : Sustained competitive advantage
What a company can obtain when it the company, its competitors and its customers are seen in a STRATEGIC TRIANGLE
INTRAPRENEURS
those who take hands on responsibility for creating innovation within an organization
INNOVATION and Entrepreneurs
create new products or services
CREATIVITY
SELF-RELIANCE
ABILITY TO ADAPT
PERSONALITY TRAIT OF ENTREPRENEURS AND DEMONSTRATING THESE SKILLS : open-minded, able to learn quickly, skilled at conceptualizing
DETERMINATION
characteristic that contributes to entrepreneurial success
INFORMAL JOB ASSIGNMENTS
encourage intrapreneurship (AKA Bootlegging)
DEVIL'S ADVOCATE
A person that leadership can provide to lessen inhibition of disagreement and make conflict less personal
WHY IS CONSIDERATION OF INTENTIONS IMPORTANT IN CONFLICT SITUATIONS?
People respond based on their interpretations of other's intentions.
DIMENSIONS OF CONFLICT-HANDLING INTENTIONS
Cooperativeness and Assertiveness
CLAN CONTROL
Culture, shared values, no one best way
BUREAUCRATIC CONTROL
formal rules, standards, hierarchy and legitimate authority
MARKET CONTROL
Uses prices, profit centers, and exchange relationships--tangible output
FOUR STEPS OF CONTROL PROCESS in BUREAUCRATIC CONTROL SYSTEMS
1. set performance standards
2. measure performance
3. comparing performance with the standard
4. Corrective Action to meet standards
PEER PRESSURE (flex time to 9-6 rigidity)
When a group bands together cohesively in opposition of a change
HACKMAN & OLDHAM
MODEL OF JOB DESIGN
Skill variety: different job activities
Task Identity: completion of a whole, identifiable piece of work
Task Significance: perceived important positive impact on the lives of others
Autonomy: independence and discretion in making decisions
Feedback: information about job performance
when selecting an ORGANIZATION STRUCTURE what key elements should be considered?
DIFFERENTIATION
INTEGRATION
What is a reason to create a BOUNDARYLESS organizational structure?
to make information available as needed
ORGANIC organizational structure
Broader responsibilities
Expertise highly valued Decentralized and informal decision making