Bus Final Chapte 15 & 16

Front 1

organization

Back 1

system of consciously coordinated activities of two or more people

Front 2

organizational chart

Back 2

boxes and lines that show the chain of formal command.

Front 3

Span of control

Back 3

the number of people reporting directly to a given manager.

Front 4

Staff personnel

Back 4

provide research, advice and recommendations to line managers

Front 5

line managers

Back 5

have the authority to make organizational decisions

Front 6

Contingency approach to organizational design

Back 6

creating an effective organization-environment fit.

Front 7

organic organizations

Back 7

flexible networks of multitalented individuals who perform a variety of tasks.

Front 8

mechanistic organizations

Back 8

rigid bureaucracies with strict rules, narrowly defined tasks, and top down communication.

Front 9

external forces for change

Back 9

Originate outside the organization

Front 10

Internal forces for change

Back 10

originate inside the organization.

Front 11

benchmarking

Back 11

the process in which companies compare their performance with that of high-performing organizations.

Front 12

resistance to change

Back 12

emotional or behavioral response to real or imagined work changes.

Front 13

learning organization

Back 13

proactively creates, acquires and transfers knowledge through the organization

Front 14

learning capabilities

Back 14

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

Front 15

learning modes

Back 15

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

Front 16

Matrix structure

Back 16

combines functional and divisional chains of command to form a grid with two command structures

Front 17

functional structure

Back 17

groups people according to the business functions they perform, manufacturing, marketing, finance.

Front 18

divisional structure

Back 18

groups together activities related to outputs type of product or customer.

report to vp of marketing and project manager for mustang.

Front 19

hollow org

Back 19

organization the tends to outsource its work process.

Front 20

modular org

Back 20

outsources just parts of products not the process.

Boeing building a plane

Front 21

lewins change model

Back 21

three stages of planned change

Unfreezing- creating motivation to change

Changing- is done wheather small or large to improve some process, procedure, product, service, or outcome

refreezing- change is stabilized by helping employees integrate the changed behavior or attitude into their normal way of doing things.

Front 22

Kotters 8 steps leading to organizational change

Back 22

1) establish sense of urgency

2) create the guiding coalition

3) develop a vision and strategy

4) communicate the change vision

5) empower broad-based action

6)generate short-term wins

7) consolidate gains and produce more change

8)anchor new approaches in the culture.

Front 23

Resistance to change reasons

Back 23

1) an indiciduals predisposition towards change.

2) surprise and fear of the unknown

3) climate of mistrust

4)fear of failure

5) loss of status or job security

6) peer pressure

7) disruption of cultural traditions and group relationships

8)personality conflicts

9) lack of tack and poor timing

10) non reinforcing reward systems

Front 24

building an organizations learning capability

Back 24

its like the gas for a car,

contains two factos

Facilitating factors- the internal structure and proess.

learning mode- culture and experience.

Front 25

6 dominant learning modes

Back 25

Analytic Learning
Synthetic learning
experimental learning
interactive learning
structural learning
institutional learning

Front 26

Analytic learning

Back 26

learned through systematic gathering of internal and external information. info is quantitative and is analyzed via formal systems

Front 27

synthetic learning

Back 27

it emphasizes the synthesis of large ammounts of complex information by using systems thinking.

employees try to identify interrelationships between issues, problems, and opportunities

Front 28

Experimental learning

Back 28

conducting small experiments and monitoring the results

Front 29

interactive learning

Back 29

Learning by doing, learning occurs primarily through the exchange of information

Front 30

structural learning

Back 30

methodological approach that is based on the use of organizational routines

Front 31

institutional learning

Back 31

inductive processs, where higher management promotes learning and employees learn from observing.