|
7 Habits of Highly Effective People, The
(Covey), 26
single-product strategy, 77
single-use plan, 85, 85t
situational influences on organization design,
173–177
core technology, 174–175
environment, 175–176
organizational life cycle, 176–177
organizational size, 176–177
situational view of organization design, 173
Six Sigma, 478
skills
communication, building effective, 60,
91–92, 318, 418, 484
conceptual, building effective, 120, 154, 184,
417
decision-making, building effective, 26–27,
91, 216, 252–253, 318–319
diagnostic, building effective, 153, 185,
216–217, 352–353, 484–485
interpersonal, building effective, 59, 91–92,
285–286, 318, 353–354, 385–386
self-assessment, 27–28, 60–61, 92–93, 121,
154–155, 185–186, 217–218, 254, 286–287,
319, 354–355, 386, 418–419, 451, 485
technical, building effective, 120–121, 253,
385, 450
time management, building effective, 26,
286, 449–450
skills inventory, 232
small-batch technology, 174
small business. See also entrepreneurial
organizations; entrepreneurship
defined, 129
economies of scale in, 138f
failure reasons for, 151
importance of, in United States, 130–131,
130f
industry choices for, 133–138, 134f
start-up trends in, 149–151, 149f
success reasons for, 151–152
small-business investment companies (SBICs),
144–145
socialization, 406–407
social responsibility
arguments against, 47–48, 47f
arguments for, 47, 47f
defined, 47
managing, 48–50
in organizations, 47–50, 47f
social skill, 268
socioemotional role, 402
soldiering, 12
SOP (standing operating procedure), 85t, 86
span of control, 167
span of management, 167
speed of operations, increasing, 477t
sponsor, 214
SQC (Statistical Quality Control), 478
standing operating procedure (SOP), 85t, 86
standing plan, 85–86, 85t
starting new business, 142–143
state of certainty, 102, 102f
state of risk, 102–103, 102f
state of uncertainty, 102f, 103
Statistical Quality Control (SQC), 478
steps in rational decision making, 105–110
evaluate alternatives, 106t, 107, 107f
follow up and evaluate results, 106t, 109–110
identify alternatives, 105–107, 106t
implement chosen alternative, 106t, 108–109
recognize and define decision situation,
105, 106t
select best alternative, 106t, 108
stereotyping, 272–273, 272f
stimulating conflict, 413
stock option plan, 314–314
storming stage of development, 400, 401f
strategic alliance
advantages/disadvantages of, 52t
defined, 53
strategic alliances, 144
strategic allies, 40
strategic alternatives, 72
strategic business unit (SBU), 77
strategic commitment, total quality manage-
ment (TQM) and, 475–476, 475f
strategic control, 431, 443–444
strategic goal, 69
strategic leadership, 346
strategic management, 71–72
strategic partners
defined, 40
task environment and, 40f
strategic plan, 69
strategy
business-level, formulating, 74–76
components of, 71–72
corporate-level, formulating, 77–83
defined, 71
for entrepreneurial organizations,
133–142
scope of, 71
SWOT analysis and, 72–74, 73f
types of, 72
strategy formulation, 72
strategy implementation, 72
strengths, weaknesses, opportunities, and
threats (SWOT) analysis, 72–74, 73f, 93
stress
causes of, 275–276, 275f
consequences of, 276
defined, 273
General Adaptation Syndrome (GAS) and,
273–274, 274f
individual behavior and, 273–279
managing, 276, 278–279
types of, 274
stressor, 273, 275f
structural control, 441–443, 442f
bureaucratic, 442, 442f
decentralized, 442f, 443
defined, 431
structural coordination techniques, 171–172
substitutes for leadership, 344
subsystems, 20
suppliers
defined, 39
task environment and, 39–40, 40f
supply and demand
forecasting, 231–232
matching human resource, 232
supply chain management, 469
supportive leader behavior, 339
survey feedback, 208
sustainability matters
carbon footprints, measuring, 404–405
Planet Partners recycling, 49
recycling, attitudes and, 270
solar panels, affordable, 135–136
zero-landfill status, 8
SWOT (strengths, weaknesses, opportunities,
and threats) analysis, 72–74, 73f, 93
synergy, 20
system, 19
systems perspective of organizations, 19–20,
19f
T
tactical goal, 69
tactical plans, 83–84
defined, 69–70, 83
developing, 83–84
executing, 84
Taft-Hartley Act, 227t, 229–230
tall versus flat organizations, 167
tariff, 54
task demands, stress and, 275
Subject Index
517
Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
task environment
competitors and, 39, 40f
customers and, 39, 40f
defined, 37
organization’s, 39–40, 41f
regulators and, 40, 40f
strategic partners and, 40, 40f
suppliers and, 39–40, 40f
task group, 395, 397
task specialist role, 402
task structure, 337
team, 397–398, 398t
team and group incentive reward systems,
312–314
team-building, 208
team organization, 182
teams. See work groups and teams
technical innovations, 211, 212
technical skills
building effective, 120–121, 253, 385, 450
defined, 8
technological dimension
defined, 37
of general environment, 37–38
technology
defined, 174, 465
manufacturing, 466–468, 467f
service, 468–469
total quality management (TQM) and, 475f,
476
telecommuting, 310, 374
temporary workers, 250–251
temp-to-perm, 256
tests, 234
theory, 11
Theory X, 16, 16t
Theory Y, 16, 16t
thinking versus feeling, 266
third-party peacemaking, 208
360-degree feedback, 239
time-driven decision tree, 341f
timely information, 365
time management skills
building effective, 26, 286, 449–450
defined, 9
Do'stlaringiz bilan baham: |
