Assertiveness how confrontational and dominant should

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Assertiveness: how confrontational and dominant should individuals be in social relationships o Future Orientation: how much should people delay gratification by planning and saving for the future o Performance Orientation: how much should individuals be rewarded for improvement and excellence o Humane Orientation: how much should society encourage and reward people for being kind, fair, friendly, and generous Chapter 6 SWOT Analysis: (situational analysis) which is a search for Strengths, Weaknesses, Opportunities, and Threats affecting an organization Grand Strategies: after an assessment of current organizational performance, then explains how the organization’s mission is to be accomplished. Three common grand strategies are GROWTH, STABILITY, and DEFENSIVE. Porter’s Competitive Strategies o Cost-Leadership: Keeping costs and prices low for a wide market o Differentiation: Offering unique and superior value for a wide market o Cost-Focus: Keeping costs and prices low for a narrow market o Focused-Differentiation: Offering unique and superior value for a narrow market BCG Matrix: means of evaluating strategic business units on the basis of 1.) their business growth rates and 2.) their share of the market Stars: have high growth, high market share- definite keepers Question Marks: Risky new ventures- some will become stars, some dogs Cash Cows: Have slow growth but high market share- income finances stars and question marks Dogs: Have low growth, low market share- should be gotten rid of Chapter 8 Organizational CULTURE: (Corporate Culture) system of shared beliefs and values that develops within an organization and guides the behavior of its members o Observable Artifacts: physical manifestations of culture such as dress, awards, myths and stories about the company, rituals and ceremonies, and decorations, as well as visible behavior exhibited by managers and employees o Espoused Values: Explicitly states values and norms preferred by an organization. Not to be confused with ENACTED VALUES, which represent the values and norms actually exhibited in the organization.
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o Basic Assumptions: not observable, but the core values of an organization’s culture o Stories: narrative based on true events, which is repeated- and sometimes embellished upon- to emphasize a particular value.
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