400 Final!

Front 1

Contingency Approach to Organizational Design:

Back 1

Creating an effective organization-environment fit.

Front 2

Line Managers:

Back 2

Have authority to make organizational decisions

Front 3

Mechanistic Organizations:

Back 3

Rigid, command-and-control bureaucracies.

Front 4

Organic Organizations:

Back 4

Fluid and flexible network of multi-talented people.

Front 5

Organization Chart:

Back 5

Boxes-and-lines illustration showing chain of formal authority and division of labor.

Front 6

Span of Control:

Back 6

The number of people reporting directly to a given manager.

Front 7

Staff Personnel:

Back 7

Provide research, advice, and recommendations to line managers.

Front 8

Strategic Constituency:

Back 8

Any group of people with a stake in the organizations operation or success.

Front 9

Unity of Command Principle:

Back 9

Each employee should report to a single manager.

Front 10

Benchmarking:

Back 10

Process by which a company compares its performance with that of high-performing organizations.

Front 11

External Forces for Change:

Back 11

Originate outside the organization.

Front 12

Internal Forces for Change:

Back 12

Originate inside the organization.

Front 13

Learning Capabilities:

Back 13

The set of core competencies and internal processes that enable an organization to adapt to its environment.

Front 14

Learning Modes:

Back 14

The various ways in which organizations attempt to create and maximize their learning.

Front 15

Learning Organization:

Back 15

Proactively creates, acquires, and transfers knowledge throughout the organization.

Front 16

Resistance to Change:

Back 16

Emotional/behavioral response to real or imagined work changes

Front 17

Organization Charts:

Back 17

-hierarchy of authority
-division of labor
-spans of control
-line and staff positions

Front 18

Traditional Designs:

Back 18

organizations defined by the traditional approach may have functional, divisional, and/or matrix structures.
-functional: groups people according to the business functions they perform (marketing, finance, etc.)
-divisional: groups together activities related to outputs such as type or product or customer
-matrix: combines functional and divisional chains of command to form a grid with two command structures, one shown vertically according to function and the other shown horizontally by product line, brand, customer group or geographic region.

Front 19

Opening Boundaries between Organizations:

Back 19

sometimes organizations can perform better by creating structures in which they can pool their resources to work toward a shared goal. the result of applying this thinking may be a hollow, modular, or virtual organization.

Front 20

Mechanistic vs. Organic Organizations:

Back 20

-Mechanistic: rigid bureaucracies with strict rules, narrowly defined tasks, and top-down communication.
-Organic: flexible networks of multitalented individuals who perform a variety of tasks

Front 21

Getting the Right Fit:

Back 21

each structure has advantages and disadvantages that makes it appropriate in some cases. for example, the clear roles and strict hierarchy of an extremely mechanistic organization are beneficial when careful routines and a set of checks and balances are important as at a nuclear power facility.

Front 22

Forces of Change:

Back 22

-internal: these forces can be subtle such as low job satisfaction, or can manifest in outward signs such as low productivity or high turnover and conflict.
-external: four key external forces, demographic characteristics, technological advancements, market changes, and social and political pressures.

Front 23

Lewins Change Model:

Back 23

developed a three-stage model of planned change which explained how to initiate, manage, and stabilize the change process.
-unfreezing: the focus of this stage is to create the motivation to change
-changing: this stage entails providing employees with new information, new behavioral models, new processes or procedures, new equipment, new technology or new ways of getting the job done.
-refreezing: change is stabilized during refreezing by helping employees integrate the changed behavior or attitude into their normal way of doing things.

Front 24

Kotters 8 Steps for Leading Organizational Change:

Back 24

-establish a sense of urgency
-create the guiding coalition
-develop a vision and strategy
-communicate the change vision
-empower broad-based action
-generate short-term wins
-consolidate gains and produce more change
-anchor new approaches in the culture

Front 25

Why People Resist Change in the Workplace:

Back 25

-an individuals predisposition toward change
-surprise and fear of the unknown
-climate of mistrust
-fear of failure
-loss of status and/or job security
-peer pressure
-disruption of cultural traditions and/or group relationships
-personality conflicts
-lack of tact and/or poor timing
-non-reinforcing reward systems
-past success

Front 26

Learning Organization:

Back 26

proactively creates, acquires, and transfers knowledge throughout the organization

Front 27

Building an Organizations Learning Capacity:

Back 27

-facilitating factors: represent the “internal structure and processes that affect how easy or hard it is for learning to occur and the amount of effective learning that takes place”
-learning modes: represent the various ways in which organizations attempt to create and maximize their learning.

Front 28

Six Dominant Modes of Learning:

Back 28

-analytical learning
-synthetic learning
-experimental learning
-interactive learning
-structural learning
-institutional learning