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53 Cards in this Set
- Front
- Back
“How does the competitive landscape shape the potential for success or failure?” Which pillars of management addresses this question? |
strategic positioning |
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"How Should a Business compete?" "What strategy will allow a firm to adapt as the context evolves?" Which pillars of management addresses these question? |
strategic positioning |
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strategic level or perspective pillar of management will |
encompass an understanding of the environmental landscape in which businesses compete and the elements of strategy that help organizations align their resources for success in a changing context |
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"How will performance be measured?" Which pillars of management addresses this question? |
organizational perspective |
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“What organizational structure will enable the firm to optimize its resources?” “How can the culture of the firm reinforce key values and lay the foundation for strong organizational performance?” Which pillars of management addresses these question? |
organizational perspective |
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organizational perspective of management will |
define the manner in which a business is aligned and structured to compete in the changing contextual landscape |
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After hiring a consultant, a senior management team realized that the organization's structure did not enable proper usage of its resources and the culture was not reinforcing employee performance. Which of the following pillars of management has the organization failed to consider? |
organizational design |
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Z-Gadget organizations often face opposition when they go into a community to open a new Z-Gadget store. One reason for this is that the management of Z-Gadget has been accused of unethical acts such as discriminating against women and minorities. The top manager's poor treatment of women and minority employees might be considered a failure with respect to what area of management? |
individual leadership |
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the interplay of strategy, organizational design, and individual actions operates within a |
broad contextual landscape |
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technical skills to earn credibility of his/her team |
new employees and frontline supervisors |
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interpersonal skills such as motivating and developing teams |
middle manager |
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conceptual skills such as working with senior executives to provide analysis for the development or refinement of the organization's strategy |
middle manager |
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setting vision and objectives for the organization |
senior executives |
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focus on planning and budgeting |
managers |
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focus on organizing and staffing resources |
managers |
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act of working with and through a group of people to accomplish a desired goal or objective in an Efficient and effective manner |
managers |
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ability to drive change and innovation through inspiration and motivation |
leaders |
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Harry, a top manager of an organization, clearly differentiated the tasks and responsibilities of his employees. Moreover, he emphasized that top level executives should do the planning and the lower level executives should execute those plans. Identify the management technique used by Harry. |
bureaucratic organization structure |
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use of technical criteria for recruitment and promotion |
bureaucratic organization structure |
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clear differentiation of tasks and responsibilities among individuals |
bureaucratic organization structure |
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coordination through a strict hierarchy of authority and decision rights |
bureaucratic organization structure |
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standardized rules and procedures |
bureaucratic organization structure |
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vertical separation of planning and execution so that plans are made in the upper ranks of an organization and executed in the lower |
bureaucratic organization structure |
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the organization's structure should fit the firm's environment |
contingent view |
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organizations must be understood as a system of interdependent human beings who share a common interest in the survival and effective functioning of the firm |
human relations scientists |
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jobs, work, and incentive schemes could be designed to improve productivity using industrial engineering methods |
scientific management |
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The factor that distinguishes human relations movement from scientific management is that human relations movement: |
shifted emphasis from the social side of the firm to the output of the firm |
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busines framework where the firm is seen as a mechanism for converting raw materials into products to sell to customers |
managerial view |
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business framework where the job of top managers is to produce the highest possible stock market valuation of the firm's assets |
shareholder view |
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business framework that attempts to organize and analyze multiple groups that interact with the firm |
stakeholder view |
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strategic review process |
senior leaders of a corporation meet with business unit managers to assess progress toward specific goals |
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first step of stakeholder mapping process |
mapping all of the stakeholder relationships with the firm |
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second step of stakeholder mapping process |
identify specific subgroups within each stakeholder |
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third step of stakeholder mapping process |
determine stake for each stakeholder |
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fourth step of stakeholder mapping process |
mapping connections between various stakeholders |
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scenario building |
forecasting the likely result that might occur when several events and stakeholders are linked together |
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contingency planning |
systematic assessment of the external environment to prepare for a possible range of alternative futures for the organization |
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trend analysis |
key variables are monitored and modeled to help predict a change that might occur in the environment |
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Henry, a manager of an automobile company, wants to know about the influence of various environmental factors on his organization and its stakeholders. He needs an appropriate tool to carry out this function, which in turn will help him predict stakeholder response. Which of the following tools will best serve this purpose? |
trend analysis |
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Fine Electronics, a manufacturing company, plans to secure new suppliers in Rhodia. Therefore, the manager of the company and his executives visit Rhodia to better understand its culture and explore opportunities. This shows that the manager of Fine Electronics is using _____ to make strategic changes. |
contextual intelligence |
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contextual intelligence |
ability to understand the impact of environmental factors on a firm and the ability to understand how to influence those same factors |
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"forecasting and scanning the likely result that might occur when several events and stakeholders are linked together" describes
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scenario building
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"a tool where key variables are monitored and modeled to help predict a change that might occur in the environment" describes
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trend analysis
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"the ability to understand the impact of environmental factors on a firm and the ability to understand how to influence those same factors" describes |
contextual intelligence
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"a tool that managers use to scan the business horizon for key events and trends that will affect the business in the future" describes |
environmental scanning |
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factors in building contextual intelligence: |
develop appreciation & awareness of history, stay attuned to trends in environment, seize firsthand experiences, and engage in scenario assessment |
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"develop appreciation & awareness of history" is a factor in developing |
contextual intelligence |
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"stay attuned to trends in environment" is a factor in developing |
contextual intelligence |
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"seize firsthand experiences" is a factor in developing |
contextual intelligence |
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"engage in scenario assessment" is a factor in developing |
contextual intelligence |
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high uncertainty requires |
stronger vigilance of contextual forces and more adaptation |
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low uncertainty requires |
less vigilance of contextual forces and less adaptation |
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the human relations movement emphasized the importance of |
informal social relations at work |