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| Administrative Principles |
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Definition
| Governs the design and function of a organization as a whole, not just the technical core |
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| Bureaucratic Organizations |
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| Designing and managing organizations on an interpersonal , rational basis through clear authority and responsibility, standard rules, and strict book keeping; good for industrial age, but bad for people |
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| How an organization moves from an outdated structure to a new one that suits the changing environment better in a way where the employees and management understand why and how this strategy is changing (sketched, textbook doesn't have thorough explanation) |
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| relationships in complex, adaptive systems are nonlinear and create unintended effects, rendering the universe unpredictable |
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| Does not depend on its environment, is wholly contained. Early OB theory focused on companies as closed systems |
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| characterize the organization as a whole, includes goals and strategy, environment, size, culture, and technology |
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| One thing depends on another; in order to be effective, organizations must fit their environment, such that what works in one situation may not in another |
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| How well the organization achieve its goals; can be hard to quantify |
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| How well the organization uses its inputs; ratio of inputs to outputs |
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| Concluded that treating employees well increased productivity; lead the way for HR management movement |
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| Promotes communication and collaboration so everyone's engaged in identifying and solving problems, based on equality, open information, little hierarchy and encouraging adaptability and participation, for effective problem-solving |
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| Four levels to characterise organizations; from broad to narrow: External environment, organization, group level, and individual level - organizations are made of people |
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| Fuses both micro and macro (behaviour and theory) levels of analysis. Meso means "in between" |
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| Mst interact with the environment to survive; this can be incredibly complex, and efficiency is sometimes not even a big deal |
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| 1) social entities 2) goal directed, 3) deliberately designed and coordinated, 4) linked to the external environment |
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| The Micro approach to organizations, considering humans within an organization |
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| The Macro approach to organizations, considering the organizational unit as a whole |
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| Part of a dynamic system that expects a person to use their discretion and ability to achieve an outcome. Contrast with Task |
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| Based on precise, scientific study, advanced by Frederick Taylor; focused on standardization and efficiency |
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| Any individual or group that has a vested interest in the group's performance |
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| Integrates diverse business processes by looking at the different desires of the various stakeholders |
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| Labels to describe the internal characterstics of an organization; includes formalization, specialization, hierarchy, centralization, professionalism, personnel ratios |
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| Make up the system, each performs specific functions the organization requires |
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| A set of interaccting elements that acquires inputs from the environment, transforms them, and outputs goods or services to the greater environment. |
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| A narrowly defined piece of work assigned to a worker. Contrast with role |
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