Convenience

f
scope of strategy, 71
screening control, 435, 435
f
Second World War, The
(Churchill), 11
security needs, 296, 296
f
selective perception, 272, 272
f
self-actualization needs, 296
f
, 297
self-assessment skills, 27–28, 60–61, 92–93, 121,
154–155, 185–186, 217–218, 254, 286–287,
319, 354–355, 386, 418–419, 451, 485
self-awareness, 268
self-efficacy, 267
self-esteem, 268
self-managed teams, 397
sensing
versus
intuition, 266
sequential interdependence, 171
service organization, 460
service sector, rise of, 23
service technology, 468–469
7 Habits of Highly Effective People, The
(Covey), 26
single-product strategy, 77
single-use plan, 85, 85
t
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, 138
f
failure reasons for, 151
importance of, in United States, 130–131,
130
f
industry choices for, 133–138, 134
f
start-up trends in, 149–151, 149
f
success reasons for, 151–152
small-business investment companies (SBICs),
144–145
socialization, 406–407
social responsibility
arguments against, 47–48, 47
f
arguments for, 47, 47
f
defined, 47
managing, 48–50
in organizations, 47–50, 47
f
social skill, 268
socioemotional role, 402
soldiering, 12
SOP (standing operating procedure), 85
t
, 86
span of control, 167
span of management, 167
speed of operations, increasing, 477
t
sponsor, 214
SQC (Statistical Quality Control), 478
standing operating procedure (SOP), 85
t
, 86
standing plan, 85–86, 85
t
starting new business, 142–143
state of certainty, 102, 102
f
state of risk, 102–103, 102
f
state of uncertainty, 102
f
, 103
Statistical Quality Control (SQC), 478
steps in rational decision making, 105–110
evaluate alternatives, 106
t
, 107, 107
f
follow up and evaluate results, 106
t
, 109–110
identify alternatives, 105–107, 106
t
implement chosen alternative, 106
t
, 108–109
recognize and define decision situation,
105, 106
t
select best alternative, 106
t
, 108
stereotyping, 272–273, 272
f
stimulating conflict, 413
stock option plan, 314–314
storming stage of development, 400, 401
f
strategic alliance
advantages/disadvantages of, 52
t
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, 475
f
strategic control, 431, 443–444
strategic goal, 69
strategic leadership, 346
strategic management, 71–72
strategic partners
defined, 40
task environment and, 40
f
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, 73
f
types of, 72
strategy formulation, 72
strategy implementation, 72
strengths, weaknesses, opportunities, and
threats (SWOT) analysis, 72–74, 73