Term
| What are Coordinating mechanisms |
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Definition
Mutual Adjustment
direct supervision
standardization |
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Term
| In formal structure what are the grouping of organizational subunits |
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Definition
function
knowledge and skill
output
customer
geography |
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Term
| What are horizontal linkages |
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Definition
planing and control systems
liaison devices |
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Term
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Definition
liaison positions
standing committees
integrating managers
matrix |
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Term
| What is mutual adjustment |
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Definition
| a process of informal communication to coordinate work between two or more people |
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Term
| What is direct supervision |
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Definition
| a single individual takes responsibility for the work of everyone |
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Term
| What are some examples of standardization |
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Definition
Outputs
Work processes
Skills |
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Term
| What is a formal structure |
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Definition
| groupings of organizational subunits |
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Term
| How are things grouped in a formal structure |
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Definition
Function
Knowledge and skill
Output
Customer
Geography |
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Term
| Give some examples of organization grouped by function |
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Definition
CEO
______________________▼_______________
▼ ▼ ▼ ▼ ▼ ▼
HR Finance R&D Sales Production Ship |
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Term
| How are organizations grouped by knowledge and skill |
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Definition
Schools: Dean
▼
____________________________
▼ ▼ ▼
Accounting OIS management
▼
___________________________________
▼ ▼ ▼
Management Finance Marketing |
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Term
| How are organizations organized by output |
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Definition
Car manufacturers: Honda
▼
___________________________________________
▼ ▼ ▼ ▼
Honda Autos Powersports Acura Racing |
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Term
| Example of organization grouped by customer |
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Definition
Digital Media Inc
___________________▼_______________
▼ ▼ ▼ ▼
Commercial Govrnmt. Education Home |
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Term
| What is a matrix organizational structure, include advantages and disadvantages |
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Definition
Creates a second set of priorities (e.g., type of consulting and industry)
Powerful way to structure an organization
Extremely difficult to do well
Requires strong leadership from senior management to implement
Heavy burden on managers (five years of training/experience for front line managers) |
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Term
| What is a line organization comprised of |
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Definition
| groups whose work activity is dedicated to the production and delivery of the output of the organization |
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Term
| What does staff do in an organization |
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Definition
| Staff groups play a supporting role. Finance, accounting, marketing, human resources, facilities management, public relations, quality assurance are examples of staff functions |
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Term
| What is a command and control organization |
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Definition
| organizations in which power and authority is centralized |
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Term
| What is an organic organizational structure |
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Definition
| power and authority is widely spread |
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Term
| Benefits and challenges of a functional organizational structure |
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Definition
Benefits
Allows specialization, division of labor
Challenges
Inhibits horizontal coordination, communication |
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Term
| Benefits and challenges of a divisional organizational structure |
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Definition
Benefits
Enables a specialization focused on a product or service
Challenges
Duplication of staff functions, cost |
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Term
| Benefits and challenges of a Matrix |
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Definition
Benefits
Introduces a second dimension of accountability, e.g., attending to demands of internal customers and functional managers
Challenges
Introduces a second dimension of accountability, i.e., having two bosses |
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Term
|
Definition
German sociologist
Formulated the “Ideal Type” of bureaucracy
Archetype
Wasn’t advocating for bureaucracy
Warned of the “Iron Cage” |
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Term
| What were webers characteristics of a bureaucracy |
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Definition
Formal hierarchy
Management by rules, authority is formally specified (and limited)
Extensive use of written documentation
Career paths
Spheres of competence
Advancement on merit
Civil service exams
Job protection
Separation of job from the individual |
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Term
| What are the benefits of the bureaucratic form |
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Definition
Efficiency
Fairness
Stability
Pursuit of organizational interests |
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Term
| What are the drawbacks of a bureaucratic organization |
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Definition
Slow
Inflexibility
Difficult to adapt to changes in external environment |
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Term
| What is contingency theory |
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Definition
No “one best way” of structuring an organization
contingent – 1. Liable to occur but not with certainty; possible.
2. determined by conditions or circumstances that follow; "arms sales contingent on the approval of congress“ |
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Term
| What three factors does contingency theory look at |
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Definition
Environment
Technology
Human resources |
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Term
| Give examples of environment in contingency theory |
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Definition
Simple vs. complex
Stable vs. dynamic |
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Term
| Give examples of technology in contingency theory |
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Definition
Control
Complexity
Rate of change |
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Term
| Give examples of Human Recources in contingency theory |
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Definition
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Term
| How is differentiation and integration useful in an organization |
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Definition
Complex, turbulent environments and technical contexts requires highly differentiated groups within an organization, enabling the organization to cope but creating coordination challenges across groups
Organizations faced with simple, stable environments and straightforward technology may employ a simpler organizational structure with little differentiation
In order to achieve coordinated, unity of action, organizations must integrate the differentiated sub-units that are created to cope with complexity and turbulance |
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Term
| How does and organization respond to task/technology in the contingency theory |
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Definition
| Increase the number of organizational units to cope with highly complex technology |
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Term
| How does a company react to Human resources in a contingency theory |
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Definition
| Decentralize authority and decision making for expert workers |
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Term
| How does IT effect organizational structure and strategy |
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Definition
Facilitates communication
Asynchronous
Flattens hierarchies
Virtual teams and organizations
Facilitates alliances, outsourcing, and networked organizations |
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Term
| What are organizational values |
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Definition
| The long term guiding principles people use to determine what is “desirable” or “undesirable” (in terms of beliefs; behaviors; situations; outcomes). |
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Term
| What are terminal values in an organizational structure |
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Definition
| Desired goals that an organization seeks to achieve (“ends”) (e.g., profitability; quality; excellence; an honest and ethical company). |
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Term
| What are instrumental values in an organizational structurre |
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Definition
| A desired process that an organization wants its members to observe (the “means” to an end) (e.g., working hard; respecting tradition; taking responsible risks; innovating; being a “team player”). |
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Term
|
Definition
Informal expectations that emerge over time to regulate behavior that is considered important to organizational members.
An explicit or implicit understanding re: how members should behave (e.g., be courteous; share relevant information). |
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Term
| what is an adaptive colture |
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Definition
| contains values and norms that help an organization grow, and change as needed. Facilitates employee identification with the company. |
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Term
| What are key characteristics of an adaptive culture |
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Definition
entrepreneurship & risk-taking
a focus on what company does best
employees treated as assets rather than expenses |
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Term
|
Definition
| A culture that fails to motivate and inspire employees. |
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Term
| Why are cultures so difficult to change |
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Definition
People need cognitive stability
When basic assumptions are reexamined, questioned, or otherwise called into question, a cognitive and interpersonal paralysis ensues, leading to significant anxiety
To avoid anxiety, organizations (and people) interpret equivocal data/reality (which is most of life) so that it is consistent with their basic assumptions
In many cases, organizations (and people) will even distort unequivocal information as that it conforms with basic assumptions |
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Term
| What are the two dimensions that cultures can be characterized |
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Definition
Survival in/adaptation to external environment
Integration of internal processes |
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Term
| What is 5 steps in the cycle |
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Definition
mission and strategy
goals
means
measurement
correction |
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Term
| What is mission and strategy |
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Definition
| obtaining a shared understanding of core mission, primary task, manifest and latent functions |
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Term
| what are goal in the 5 steps |
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Definition
| developing consensus on goals, as derived from the core mission |
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Term
| what are the means in the 5 steps |
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Definition
| developing consensus on the means to be used to attain the goals, such as organizational structure, division of labor, reward system, and authority system |
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Term
|
Definition
| developing consensus on the criteria to be used in measuring how well the group is doing in fulfilling its goals, such as the information and control system |
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Term
| what is correction in the 5 steps |
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Definition
| developing consensus on the appropriate remedial or repair strategies to be used if goals are not being met |
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Term
| What are organizational ethics |
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Definition
the moral values, beliefs and rules regarding the appropriate ways for dealing with each other and with people outside the organization
Derive from the importance of treating everyone fairly and equally/equitably |
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Term
|
Definition
| codified in society's legal system(bill of rights) and in the unwritten norms that people follow every day. |
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Term
| What are professional ethics |
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Definition
| articulated by professional associations to govern the ethical behavior of their member |
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Term
|
Definition
| based in part of a persons upbringing |
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Term
| What is the most important function of an ethical culture |
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Definition
| to provide foundational guidelines to help employees think through competing demands and interest in order to make difficult decisions that are consistent with the established ethical values of the organization |
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Term
| Whose got the biggest penis? |
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Definition
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