Term
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Definition
| Decision Rights, business processes, formal reporting relationships, informal networks, |
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Definition
| data, planning, measurement and evaluation, and incentives |
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| the organizational design, as well as the managerial choices that define, set up, coordinate, and control its work processes. |
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| organizational strategy second definition |
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Definition
| coordinated set of actions that leverages the use of organizational design, management control systems and organizational culture to make the organizational effective yb achieving the organization's objectives |
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Term
| 3 types of managerial levers |
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Definition
| organizational, control, and cultural |
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Term
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Definition
| indicate who in the organization has the responsibility imitate, supply innovation for, approve, implement, and control various types of decisions |
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Term
| Hierarchical organization structure |
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Definition
| is an organizational form based on the concepts of division of labor, specialization, spans of control, and unity of command. Decision right are highly specified and centralized. When work needs to be done , orders typically come from the top and work is subjected to the divisions of labor. That means it is segmented into smaller and smaller pieces until it reaches the level of the business in which it will be done. |
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| Example of Hierarchical organization structure |
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Definition
| middle managers do the primary information processing and communicating, telling their subordinates what to do and telling senior managers the outcome of what was done. |
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Term
| flat or horizontal organization |
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Definition
| does not have a well-defind chain of command. There usually is not an organza chart and if there is one you won't find much middle management. Everyone does whatever needs to be done in order to complete the job |
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Term
| What type of business are flat or horizontal organization structure good for? |
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Definition
| entrepreneurial organizations or smaller organizations, they need to respond quickly to dynamic, uncertain environments |
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Term
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Definition
| typically assigns worker to two or more supervisor in an effort to make sure multiple dimensions of the business are integrated. Each supervisors directs a different aspect of the employees work. It allows organizations to concentrate on both functions and purpose. |
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| What types of business or markets do matrix organization structure need to be in. |
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Definition
| suited for complex decision making and dynamic and uncertain environments. |
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Term
| Matrix organizational structure example |
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Definition
| marketing employee would have two managers, one who she reports to for her marketing duties and one for who she reports to for the product line that is being marketed. Both manager responsible for her development and for the product |
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Term
| What are the weakness or matrix structure |
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Definition
| can be frustrating and confusing for the employee with two bosses, time consuming bc people have to figure out who responsibility is what and manager often overload with two much information |
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Term
| networked organizational structures |
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Definition
| are those that that lily on highly decentralized decision rights and utilize distributed information and communication systems to replace inflexible hierarchical controls with controls based in IS. Promote creativity and flexibility while maintaining operational process control |
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Term
| What type of business environment is network organization structures best used in |
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Definition
| it is suited to dynamic, unstable environments. Where they need flexibility and adaptiveness. |
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Term
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Definition
| is an IT enabled network that links individuals together in ways that enable them to find experts, get to know colleagues, and see who has relevant experience for projects across traditional organization lines. |
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| What makes social network different from other IT solutions |
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Definition
| work is done and recorded over this network |
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Term
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Definition
| is concerned with how planning is performed in organizations and how people and processes are monitored, evaluated, and compensated or reward. Senior leaders making sure what suppose to happen, happens |
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Term
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Definition
| IS ENABLE THE COLLECTION OF INFORMATION THAT HELPS MANAGERS DETERMINE IF THEY ARE SATISFACTORILY PROGRESSING TOWARD REALIZATION THE ORGANIZATION MISION AS REFLECTED IN ITS STATED GOALS |
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Term
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Definition
| IS facilitate the comparison of actual performance with the desired performance hat is established as a result of planning |
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Term
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Definition
| IS speed that flow of information from where it is generated to where it is needed. This allows an analysis of the situation and a determination about what can be done to correct fro problematic situations |
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Term
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Definition
| is defined as the set of "shared values, and beliefs" that a group holds and that determines how the group perceives, thinks about, and appropriately reacts to its various environments |
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Term
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Definition
| are the perception that people hold about how things are done in their community |
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Definition
| reflect the community's aspirations about the way things should be done |
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Term
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Definition
| a layer of culture, the most visible one, is the physical manifestations as traditional dress, symbols in art, acronyms, awards, myths and stores told bout the group, rituals, and cronies and so on |
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Term
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Definition
| are explicitly stated preferred organizational values |
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Term
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Definition
| which are the values and norms that are actually exhibited or displayed in employee behavior |
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Definition
| are unobservable since the vertical organizational values that have become so taken for granted that they guide organizational behavior without any of the group members thinking about them |
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Definition
| culture, power distance, uncertainty avoidance, individualism-collectivism, and masculinity-femininity. |
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Term
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Definition
| used by decision makers to effect changes in their organization: culture, organizational, and control |
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