Chapter 6
_______are the assets, capabilities, employee time, information and knowledge that an organization controls.
RESOURCES
Patterns of Innovation over time that can create sustainable competitive advantage.
Innovative streams
Is concerned with questions such as "Who reports to whom?" and "Who does what?" and "Where is the work done?"
Organizational stucture
Occurs when workers withhold their efforts and fail to perform their share of work.
Social Loafing
Instead of being assigned just one task, workers with ________ jobs are given several task to perform.
Enlarged
What does S.W.O.T stands for?
Strength
Weakness
Opportunities
Threats
Assumes that innovation is occurring within a highly uncertain environment.
Experiential approach to innovation
People higher in the ________have the right, if they choose, to give orders, take actions and make decisions.
Chain of command
Because their members have different functional backgrounds, education, and expertise, ________ teams usually attack problems form multiple perspectives.
Cross functional
Team_______ suffers when members are allowed to withdraw from the team and miss team meetings and events.
Cohesiveness
A corporate level strategy that minimizes risk by diversifying investment among various business or product lines.
Portfolio Strategy
_______in which workers perceive that creative thoughts and ideas are welcomed and valued.
Creative work environment
The assignment of direct authority and responsibility to a subordinate to complete tasks for which the manger is normally responsible.
Delegation
Studies indicate that _______ are one of the most powerful influences on work behaviors because they regulate the everyday actions that allows team to functions properly.
Team norms
Name the Five Industry Forces.
Character of Rivalry
the threat of the new entrants
the threat of the substitute product
bargaining power of suppliers
bargaining power of buyers
According to the BCG matrix, accompany with a small share of a fast growing market is known as the_____
Question mark
Is a philosophy and collection of planned change interventions designed to improve an organization's long term health and performance.
Organizational development
the fundamental rethinking and radical redesign of business process to achieve dramatic improvements in critical, contemporary measures of performance.
Reengineering
________known as the getting-acquainted stage in which team members first meet each other whereas in ________ team members position themselves to control pieces of team.
Forming and De-forming
Five stages of Organizational decline
Blinded
Inaction
Faulty action
Crisis
Dissolution
Name the four conditions that must be met if a firm resources are to be used to achieve a sustainable competitive advantage.
1. Valuable Resources
2. Rare Resources
3.Imperfectly Imitable Resources
4.Non-Substitutable Resources.
Occurs when companies don't anticipate, recognize, neutralize, or adapt to the internal or external pressures that threaten their survival.
Organizational Decline
___________ outsource all remaining business activities to outside companies whereas ________ is a part of a network in which many companies share skills, costs and customers with each other.
Modular organizations and Virtual organization
In general, _________ is most effective for self-managing and self-directing teams performing complex tasks.
Skill-based pay
Functional Deparmentalization