MGT Exam 5

set standards that employees view as possible to achieve.

Market control Market control involves the use of pricing mechanisms and exchange relations to regulate activities in organizations as though they were economic transactions.

Control

Clan Control Clan control does not assume that the interests of the organization and individuals naturally diverge. Instead it is based on the idea that employees may share the values, expectations, and goals of the organization and act in accordance with them

Scientific management To increase output on an assembly line, managers in the past tried to identify the "one best way" to approach the work and then to monitor employees' activities to make certain that they followed standard operating procedures. In short, they controlled work by dividing and simplifying tasks, a process referred to as scientific management.

Incentive systems should reinforce teamwork.

Balance Sheet

Capital

Activity-based costing

performing budgetary operations

Provincialism

principle of exception

Liabilities

Operator Control In operator control, multiskilled operators can rectify their own problems as they occur. This strategy is more efficient because deviations are controlled closer to their source.

Bureaucratic control systems

Prospector firms Prospector firms are proactive "technology-push" innovators and have cultures that are outward-looking and opportunistic. Typically they have technology champions who articulate competitively aggressive, first-mover technological strategies.

workforce empowerment The sociotechnical approach redesigns tasks in a way that jointly optimizes the social and technical efficiency of work. Today's trends in bureaucracy bashing, lean and flat organizations, work teams, and workforce empowerment are logical extensions of the sociotechnical philosophy of work design.

Self-interest Most people will resist a change if they think it will cause them to lose something of value. The possible fears people face include loss of the feeling of being competent in a familiar job, expectations that the job will become more difficult or time-consuming, uncertainty about whether enough training or other resources will be provided for succeeding at the change, and doubts about the organization's future success, given that management wasn't satisfied with the status quo.

Purchase it In most situations this is the simplest, easiest, and most cost-effective way to acquire new technology.

Shapers

Reactive Change Reactive change means responding to pressure after a problem has arisen. It implies being a follower.

It begins with establishing a vision of where the company is heading.

Inertia Several reasons for resistance arise regardless of the actual content of the change, one of which is inertia. Usually people don't want to disturb the status quo. The old ways of doing things are comfortable and easy, so people don't want to shake things up and try something new.

It involves an actual process of changing for the better and for the long term. The "systemwide" component of the definition means OD is not a narrow improvement in technology or operations but a broader approach to changing organizations, units, or people. The "behavioral science" component means OD is not focused directly on economic, financial, or technical aspects of the organization—although they may benefit through changes in the behavior of the people in the organization. The other key part of the definition—to develop, improve, and reinforce—refers to the actual process of changing for the better and for the long term.

Managers do not need to invest in them until they have been more fully developed.

They secure sponsorship for new ideas or an innovation within the organization. The product champion—often at the risk of his or her position and prestige—promotes the idea throughout the organization, searching for support and acceptance. If the champion lacks the power and financial resources to make the required changes independently, she or he must convince people in authority to support the innovation. In other words, product champions must get sponsorship.

a culture that empowers people to innovate A culture 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 facilitates a sustained, superior performance within an organization.

more specialized Early adopters of new technologies tend to be larger, more profitable, and more specialized. As a result, they can absorb the risks associated with early adoption while profiting more from its advantages.

Process Innovation Process innovations are changes that affect the way outputs are produced. These include flexible manufacturing practices such as just-in-time, mass customization, and simultaneous engineering.

Internal Development