1.    the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources

1.    planning: setting goals, determining tasks/resources necessary to attain goals

2.    organizing: assigning responsibilities, allocating resources

3.    leading: motivating employees to achieve goals

4.    controlling: monitoring employees, keeping organization on track, making corrections

1.    a social entity (made up of two or more people) that is goal-directed  (designed to achieve a certain outcome) and deliberately structured (tasks are divided and responsibility for performance is assigned to organization members)

1.    extent to which the organization achieves a stated goal or succeeds in accomplishing what it tries to do

1.    Example: An effective studier would possibly get an A on the exam, when they only have one exam. Efficient studier must efficiently use time to study for all exams that are in an concentrated time period (finals week)

1.    amount of resources used to achieve a goal (amount of resource used to produce a product or service)

1.    Example: Surgeon draws on patient before surgery to make sure that they are working on the correct arm; example of effectiveness. Even if they do a great surgery, if it is performed on the wrong arm, they are still incorrect.

1.    (also called organizational culture)

1.    Observable Artifacts: the visible aspects of an organizational culture

1.    Visible

2.    Manner of dress, physical symbols (logos/slogans), office layouts

2.    Espousing Values: not visible but can be detected from how people explain and justify what they do

1.    Invisible

2.    “The HP Way”

3.    Basic Assumptions: the underlying values that represent the core of an organization’s culture

1.    Invisible

2.    Health, safety, respect, trust

1.    the visible aspects of an organizational culture

1.    Visible

2.    Manner of dress, physical symbols (logos/slogans), office layouts

1.    not visible but can be detected from how people explain and justify what they do

1.    Invisible

2.    “The HP Way”

1.    the underlying values that represent the core of an organization’s culture

1.    Invisible

2.    Health, safety, respect, trust

1.    a manager who uses signals and symbols to influence corporate culture; a way managers shape values to build a high-performance culture

1.    Ways cultural leaders influence culture:

1.    articulate a vision of the org. culture employees can believe in; values are tied to clear, compelling mission/purpose

2.    pay attention to daily activities that reinforce the cultural vision; “walk the talk”; make sure work procedures and rewards match and reinforce values

1.    the code of moral principles and values that governs the behaviors of a person or group with respect to what is right or wrong; set standards about what is good or bad in conduct and decision making; an ethical issue appears as a situation where the actions of a person or organization may harm or benefit others

1.    formal statement of the company’s values concerning ethics and social issues; consists of both principle-based and policy-based statements

1.    any group within or outside the organization that has a stake in the organization’s performance; each stakeholder has a different interest in the organization

1.    Example: Wal-Mart uses aggressive bargaining tactics with suppliers in order to provide low prices for customers...

1.    a blueprint for goal achievement and specifies the necessary resource allocations, schedules, tasks, and other actions

1.    what sets the organization apart from others and provides it with a distinctive edge for meeting customer needs in the marketplace; the essence of formulating strategy

Benefits of MBO

1.    manager and employee efforts are focused

2.    performance can be improved

3.    employees are motivated

4.    Departmental and individual goals are aligned

Problems with MBO

1.    constant change prevents MBO from taking hold

2.    poor employer-employee relations reduces MBO effectiveness

3.    mechanistic organizations and values that discourage participation

4.    too much paperwork saps MBO energy

1.    an evaluation that typically includes a search for SWOT (strengths, weaknesses, opportunities, and threats) that affect organizational performance

1.    : internal characteristics that might inhibit or restrict the organization’s performance

1.    characteristics of the external environment that may help the organization to achieve or exceed its goals