Deneme Sınavı Soruları

Shared perspective in the organization

Multidimensional issues to be considered

Need for agreement 

Corporate culture and structures

The need to satisfy emotional needs

Cognitive bias

Overconfidence

Anchoring bias

Organizational anarchy

Hindsight Bias

Hindsight Bias - When you create a false belief that when the result of an event becomes clear, you knew this very result beforehand, it means that you have hindsight bias.

Confirmation Bias - means that if you also have proofs that prove the truth of the idea against your own idea, you still insist on the accuracy of your own idea.

Frame Effect - is the product of perceptual selectivity.

Anchoring bias - means that form of information’s presentation influences the decisions greatly importantly.

Escalation of Commitment - means being stuck in the first information coming to mind, which causes us to not evaluate the following data appropriately.

Overconfidence

Anchoring bias

Escalation of commitment

Frame effect

Hindsight bias

Herbert Simon

Richard Cyert

Organizational model

Administrative model

Rational model

Develop evaluation criteria based on the goals

Apply the tool to select a preferred alternative

Identify alternatives that will solve the problem

Determine the requirements that the solution to the problem must meet

Explicit, formalized control.

Slow evaluation and promotion.

Specialized career path.

Segmented concern.

Short-term employment.

Power culture

Person culture

Task culture

Role culture

Formal culture

Only attracts the same type of people thus diminishes organizational diversity

Differentiates organization from the others

Creates organizational inertia.

Decreases organization’s environmental adaptability potential

Makes mergers & acquisition harder

Overconfidence

Anchoring bias

Escalation of Commitment

Confirmation Bias

Storm Effect

Routine innovation

Radical innovation

Disruptive innovation

Architectural innovation

Organizational innovation

Planning and controlling

Human Resources Management

Transferring of technology

Entrepreneurship and Intrapreneurship

Product or Service Development

Maintain stability and flexibility 

Moderate level of centralization

Innovation and creativity for new products with looser controls 

Efficient production processes for existing products with tight cost control 

Open culture

The M-form

The matrix form

The simple form

The C-form

The U-form

The External Resource Approach

The Balanced Scorecard Approach

The Competing Value Approach

The Internal Process Approach

 The Strategic Constituency Approach

It is typically a new, small start-up company.

The organization is managed and coordinated by direct supervision from the top.

The middle management area reflects the tall hierarchy for control.

There is little formalization or specialization.

It is suited to a dynamic environment.

Skill-based pay

Bonus-based incentives

Personal pay

Profit sharing

Reward

Acquisition of suppliers

Developing short term contracts with the critical suppliers

Lobying

Joining trade associations

Interlocking directorates

Simple form

Matrix form

Functional form

M-form 

U-form