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business administration (Subject) / BA exam (Lesson)

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• ethic External stakeholders government regulations, customers, special interest groups, global market forces. 
• Formal structure and systems: are a set of tools leaders can use to shape values. 
• Formal structure and systems: 1-4 1)Structure: For instance, introducing an ethics committee which is a cross-functional group of executives who oversee company ethics. Provides ruling on ethics. Ethics departments are headed by a chief ethics officer, who is a high-level company executive who oversees all aspects of ethics. Ethics offices have confidential ethics hotlines.  2)  Disclosure mechanisms: organizations can establish policies and procedures to support and protect whistle-blowers. Create an environment in which employees feel free to point out problems and managers take swift action to address concerns about unethical or illegal activities. 3)  Code of ethics: formal statement of the company’s values concerning ethics and social responsibility. 4)  Training programs: to ensure that ethical issues are considered in daily decision making. 
• Corporate culture and ethics in a global environment: the greater complexity of the environment and organizational domain create a greater potential for ethical problems or misunderstandings. Corporate culture and national culture are often intertwined.
• Social audit: is one of the most useful mechanisms for building global ethics. It measures and reports the ethical, social an environmental impact of a company’s organization. 
• Organizational Decision Making = he process of identifying and solving problems.  
• Organizational Decision Making = 2 stages a) Problem identification stage: information about environmental and organizational conditions is monitored to determine if performance is satisfactory and to diagnose the cause of shortcomings; b. Problem solution stage: when alternative courses of action are considered and one alternative is selected and implemented. 
• Programmed decisions = repetitive and well defined, procedures exist for resolving the problem. 
• Nonprogrammed decisions = poorly defined, no procedure exists for solving the problem. 
• Bounded rationality approach: how decisions actually have to be made under severe time and resource constraints. When managers are unable to follow the ideal procedure. Caused by limited time, information, resources to deal with complex, multidimensional issues.
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• Organizational constraints: Level of: agreement, shared perspective, cooperation, or support by corporate culture and structure, ethical values.
• Four primary types of organizational decision-making processes: Management Science Approach:  Carnegie Model  Incremental Decision Process Model  Garbage Can model: 
• Management Science Approach mathematical models for decision making 
• technology change production process , including its knowledge and skill base that enables distinctive competence , these changes are typacially designed to make production more efficient or to produce greater volume 
• Environmental forces drive major organizational change: Technology International economic integration Maturing domestic markets Globalization
• Incremental change represents  a series of continual progressions that maintain the organization’s general equilibrium and often affect only one organizational part. It occurs through the established structure and management process. small change affect organizational parts 
• Radical change breaks the frame of reference for the organization, often transforming the entire organization. -Involves the creation of a new structure and new management process. bold transforming change  transform entire organization 
• Technology change – are designed to make production more efficient or to produce greater volume.
• Production and service change - involve the product or service outputs of an organization.
• Strategy and structure change are usually top-down  process. 
• Culture change  refers to changes in the values, attitudes, expectation and behavior of employees.
• Ideas Ideas can come from within or from outside the organization - Internal creativity is a key element of organizational change.
• Need Ideas are generally not seriously considered unless there is a perceived need for change
• Adoption occurs when decision makers choose to go ahead with a proposed idea.
• Implementation occurs when organization members actually use a new idea, technique or behavior
• Resource Change requires time, resources and energy.
• Switching Structures a mechanistic organization create an organic structure.
• Venture Teams are a technique used to give free rein to creativity within organizations
• Corporate Entrepreneurship promote entrepreneurial spirit that will produce a higher-than-average number of innovation.
• The dual-core approach  administrative and technology
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• Administrative changes affect the design and structure of the organization itself.
• Technical change is concerned with the transformation of raw materials into organizational products and services and involves the environmental sectors of customers and technology.
• Organic structures foster technical innovation
• A top-down approach is best for changes in structure and strategy.
• ambidextrous approach a characterisitc of an organization that can behave in both an orgaic and mechanistic way 
• Contextual dimensions: Include size and environment.
• Which of the following concerns how the organization actually produces the products and services it provides for customers and includes flexible manufacturing, advanced information systems, and the Internet? Organizational technology
• ____ 4. The technical core refers to: The people who do the basic work of the organization, producing product and service outputs.
• Which of the following reflects the overall performance of profit organizations? Profitability
• A plan for interacting with the competitive environment to achieve organizational goals is referred to as: strategy.
• A(n) ____ strategy is concerned primarily with stability rather than taking risks or seeking new opportunities for innovation and growth. low-cost leadership
• A liaison role exists when: a person located in one department had the responsibility for communicating and achieving coordination with another department.
• The task environment is: sectors with which the organization interacts directly.
• ____ refers to the high-tech analysis of large amounts of internal and external data to spot patterns and relationships that might be significant. Business intelligence
• Which stage is export-oriented and in a competitive position? International
• ____ is a popular approach to sharing development and production costs and penetrating new markets. Joint ventures
• Some organizations create formal ____ positions to coordinate information and activities related to key customer accounts. network coordinator
• Which one of the following basic technology groups relies heavily on the human operator and is not highly mechanized? Small-batch production
• Which of the following links together manufacturing components that previously stood alone? Flexible manufacturing systems
• Service organizations can achieve their greatest economies through: disaggregation into small units located close to customers.

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