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| is a system of shared beliefs and values that develops within an organization and guides the behavior of its members. |
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| An internal focus and values and flexibility rather then stability and control |
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| Has an external focus and values flexibility. |
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| Has a strong external focus and values stability and control |
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| has an internal focus and values stability and control over flexibility. |
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| Explicitly stated values and norms preferred by and organization. |
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| Represent the values and norms actually exhibited in the organization. |
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| Is an object, act, quality or event that conveys meaning to others |
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| is a narrative based on true events, which is repeated--and sometimes embellished upon--to emphasize a particular value. |
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| A person whose accomplishments embody the values of the organization. |
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| are activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization's life. |
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| Assumes that the strength of a corporate culture is related to a firm's long-term financial performance. |
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| assumes that an organization's culture must align, or fit, with its business or strategic context. |
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| Assumes that the most effective cultures help organization anticipate and adapt to environmental changes. |
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| is a box-and-lines illustration showing the formal lines of authority and the organization's official positions or work specializations. |
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| is the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy. |
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| Have authority to make decisions and usually have people reporting to them. |
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| have authority functions; they provide advice, recommendation, and research to line managers. |
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| important decisions are made by higher-level managers. |
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| Important decisions are made by middle-level and supervisory-level managers. |
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| has authority centralized in a single person, a flat hierarchy, few rules and low work specialization. |
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| People with similar occupational specialties are put together in formal groups. |
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| people with diverse occupational specialties are put together in formal groups by similar products or services, customers or clients, or geographic regions |
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| group activities around similar products or services |
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| grouped around common customers or clients. |
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| grouped by regional locations. |
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| an organization combines functional and divisional chains of command in a grid so that there are two command structures- vertical and horizontal. |
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| teams or work-groups temporary or permanent are used to improve horizontal relations and solve problems throughout the organization. |
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| The organization has a central core that is linked to the outside independent firms by computer connections, which are used to operate as if all were a single organization. |
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| Authority is centralized, tasks and rules are clearly specified and employees are closely supervised |
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| authority is decentralized there are fewer rules and procedures and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks. |
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| is the tendency of the parts of an organization to disperse and fragment |
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| is the tendency of the parts of an organization to draw together to achieve a common purpose. |
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| a measurement of the number of full-time employees. |
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| a large company that does business in different, quite unrelated areas. |
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| consists of all the tools and ideas for transforming material, data, or labor into goods or services. |
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| Organizational life cycle |
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| has a natural sequence of stages, birth, youth, midlife, and maturity. |
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| is a nonbureaucratic stage, the stage in which the organization is created |
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| the organization is in a prebureaucatic stage, a stage of growth and expansion |
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| the organization becomes bureaucratic, a period of growth evolving into stability. |
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| The organization becomes very bureaucratic, large, and mechanistic. |
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