Kurt Lewin believed that in order to get an organization to change, managers must
find a way to:
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reduce resistance to change
- Decide what the organization's ideal future state would be
- Identify obstacles to change
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Decide on the change to make
,If managers monitor and observe the behavior of subordinates, teach subordinates
which behaviors are appropriate and inappropriate, and intervene to take corrective
action as needed, they are managing by
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direct supervision
•Allows functional managers to specialize in one product area.
•Division managers become experts in their area.
•Corporate managers do not need direct supervision of the division.
•Divisional management improves the use of resources.
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Advantages of product structure
Someone in the direct line or chain of command who has formal authority over
people and resources.
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Line manager
What are two reasons for forming a strategic alliance?
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, Companies share similar interests.
Companies believe they can benefit from cooperating.
•Difficult for departments to communicate with others.
•Preoccupation with own department and losing sight of organizational goals.
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Disadvantages for grouping jobs into functions
Each product division, not the country or regional managers, takes responsibility for
deciding where to manufacture its products and how to market them in foreign
countries.
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Global Product Structure
Measures of how well managers protect resources to meet short term debt—current
and quick ratios.
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Liquidity Ratios
, A company-specific virtual information system that systematizes the knowledge of its
employees and facilitates the sharing and integration of their expertise.
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Knowledge Management System
Goals should be specific and difficult but attainable.
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Organizational Goals
Employee has freedom to schedule tasks and carry them out.
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Autonomy
A goal-setting process in which managers and each of his or her subordinates
negotiate specific goals and objectives for the subordinate to achieve and then
periodically evaluate the extent to which the subordinate is achieving those goals.
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find a way to:
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reduce resistance to change
- Decide what the organization's ideal future state would be
- Identify obstacles to change
Give this one a try later!
Decide on the change to make
,If managers monitor and observe the behavior of subordinates, teach subordinates
which behaviors are appropriate and inappropriate, and intervene to take corrective
action as needed, they are managing by
Give this one a try later!
direct supervision
•Allows functional managers to specialize in one product area.
•Division managers become experts in their area.
•Corporate managers do not need direct supervision of the division.
•Divisional management improves the use of resources.
Give this one a try later!
Advantages of product structure
Someone in the direct line or chain of command who has formal authority over
people and resources.
Give this one a try later!
Line manager
What are two reasons for forming a strategic alliance?
Give this one a try later!
, Companies share similar interests.
Companies believe they can benefit from cooperating.
•Difficult for departments to communicate with others.
•Preoccupation with own department and losing sight of organizational goals.
Give this one a try later!
Disadvantages for grouping jobs into functions
Each product division, not the country or regional managers, takes responsibility for
deciding where to manufacture its products and how to market them in foreign
countries.
Give this one a try later!
Global Product Structure
Measures of how well managers protect resources to meet short term debt—current
and quick ratios.
Give this one a try later!
Liquidity Ratios
, A company-specific virtual information system that systematizes the knowledge of its
employees and facilitates the sharing and integration of their expertise.
Give this one a try later!
Knowledge Management System
Goals should be specific and difficult but attainable.
Give this one a try later!
Organizational Goals
Employee has freedom to schedule tasks and carry them out.
Give this one a try later!
Autonomy
A goal-setting process in which managers and each of his or her subordinates
negotiate specific goals and objectives for the subordinate to achieve and then
periodically evaluate the extent to which the subordinate is achieving those goals.
Give this one a try later!
