BA 101 III. Types of goals (strategic or financial) b.

Scenario planning
a. Stated
CHAPTER 7: MANAGERS AS DECISION MAKERS CHAPTER 10: BASIC ORGANIZATIONAL DESIGN
b. Real
I. Decision-Making Process IV. Types of plans I. Organizational structure and organizational design
II. 4 Factors affecting the decision-making process a. Breadth (strategic/operational) II. Designing organizational structure
a. Decision-making approach b. Time frame (long term/short term) a. Work specialization
b. Type of problem c. Specificity (directional/specific) b. Departmentalization
c. Decision-making conditions d. Frequency of use (single use/standing) (functional/geographical/product/process/customer)
d. Decision-making style V. Approaches to setting goals (traditional/MBO) c. Chain of command (authority/responsibility/unity of
III. 4 ways managers make decisions VI. Contingency factors in planning: (1) organizational level; (2) command), acceptance theory of authority, line authority
a. Rationality environmental uncertainty; and (3) length of future d. Span of control
b. Bounded rationality – SATISFICE commitments. COMMITMENT CONCEPT e. Centralization and decentralization
c. Intuition decision making VII. Environmental scanning f. Formalization
i. Values or ethics-based decisions Competitor intelligence III. Mechanistic and organic organization
ii. Subconscious mental processing IV. Contingency factors affecting structural choice: strategy, size,
CHAPTER 9: STRATEGIC MANAGEMENT
iii. Cognitive-based decisions technology, environmental uncertainty
iv. Affect-initiated decisions I. Strategic management, strategies, business model V. Traditional organizational designs
v. Experienced-based decisions II. Strategic Management Process (6) a. Simple structure
d. Evidence-based management III. SWOT analysis b. Functional structure
IV. Types of decisions 1. Internal: strengths, weaknesses c. Divisional structure
1. Structured problems  programmed decisions 2. External: opportunities, threats
CHAPTER 11: ADAPTIVE ORGANIZATIONAL DESIGN
 Procedure, Rule, Policy IV. Corporate, Competitive, and Functional strategies
2. Unstructured problems  nonprogrammed decisions Corporate: growth, stability, renewal I. Contemporary Organizational Designs
V. Decision-Making Consitions  Growth: concentration/vertical integration/horizontal a. Team structure
a. Certainty integration/diversification b. Matrix and project structures
b. Risk V. BCG matrix c. Boundaryless organization (Virtual/network)
c. Uncertainty (Maximax/Maximin/Minimax) VI. Competitive strategy and competitive advantage d. Learning organizations
VI. Decision-Making Styles VII. Five Forces Model II. Organizing for collaboration
a. Thinking Style Profile VIII. Current strategic management issues a. Internal collaboration
i. Linear thinking style (external) a. Strategic leadership a. Cross-functional teams
ii. Nonlinear thinking style (internal) b. Strategic flexibility b. Task forces
b. Decision-making biases and errors c. Strategies for today’s environment c. Communities of practice
 HEURISTICS i. E-business strategies b. External collaboration
1. Overconfidence ii. Customer service strategies a. Open innovation
2. Hindsight iii. Innovation strategies b. Strategic partnerships
3. Self-serving III. Flexible work arrangements
PLANNING TOOLS AND TECHNIQUES MODULE
4. Sunk costs a. Telecommuting
5. Randomness I. Techniques in assessing the environment b. Compressed workweeks, flextime and job
6. Representation a. Environmental scanning (competitor intelligence/global sharing
7. Availability scanning) IV. Contingent workforce
8. Framing b. Forecasting
9. Confirmation Quantitative/Qualitative/CPFR
10. Selective perception c. Benchmarking
11. Anchoring effect II. Techniques for allocating resources
12. Immediate gratification a. Budgeting (Variant/Fixed)
b. Scheduling (Gantt/Load/PERT)
CHAPTER 8: FOUNDATIONS OF PLANNING c. Breakeven analysis
d. Linear programming
I. Planning and Performance III. Contemporary planning techniques
II. Goals (objectives) a. Project management
Plans – outline