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56 Cards in this Set
- Front
- Back
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Describes expectation that managers must report and justify work results to the managers above them.
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accountability
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Perspective of organizational culture that assumes that the most effective cultures help organizations anticipate and adapt to environmental change.
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adaptive perspective
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Type of organizational culture that has an external focus and values flexibility.
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adhocracy culture
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The right to perform or command; also, the rights inherent in a managerial position to make decisions, give orders, and utilize resources.
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authority
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The non-bureaucratic stage, the stage in which the organization is created.
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birth stage
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Organizational structure in which important decisions are made by upper mangers-- power is concentrated at the top.
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centralized authority
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Type of organizational culture that has an internal focus and values flexibility rather than stability and control.
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clan culture
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A goal that unifies employees or members and gives everyone an understanding of the organization's reason for being.
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common purpose
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Type of organization in which a large company does business in different, quite unrelated areas.
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conglomerate
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The process of fitting the organization to its environment.
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contingency design
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A highly routinized technology in which machines do all of the work, to produce highly routinized products.
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continuous-process technology
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The coordination of individual efforts into a group of organization-wide effort.
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coordinated effort
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A divisional structure in which activities are grouped around common customers or clients.
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customer divisions
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Organizational structure in which important decisions are made by middle-level and supervisory level managers-- power is delegated throughout the organization.
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decentralized authority
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The process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy.
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delegation
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The tendency of the parts of an organization to disperse and fragment.
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differentiation
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Arrangement of having discrete parts of a task done by different people. The work is divided into particular tasks assigned to particular workers.
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division of labor
(work specialization) |
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The third type of organizational structure, whereby people with diverse occupational specialties are put together in formal groups according to products and/or services, customers and/or clients, or geographic regions.
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divisional structure
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Values and norms actually exhibited in the organization.
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enacted values
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Explicitly stated values and norms preferred by an organization.
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espoused values
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Perspective of organizational culture that assumes that an organization's culture must align, or fit, with its business or strategic context.
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fit perspective
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The second type of organizational structure, whereby people with similar occupational specialties are put together in formal groups.
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functional structure
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A divisional structure in which activities are grouped around defined regional locations.
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geographic divisions
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A person whose accomplishments embody the values of the organization.
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hero
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Type of organizational culture that has internal focus and values stability and control over flexibility.
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hierarchy culture
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A control mechanism for making sure the right people do the right things at the right time.
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hierarchy of authority
(Chain of command) |
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The tendency of the parts of an organization to draw together to achieve a common purpose.
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integration
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Routinized products made by highly mechanized organizations; mass-production assembly-line technology.
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large-batch technology
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Managers who have the authority to make decisions and usually have people reporting to them.
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line managers
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Type of organizational culture that has a strong external focus and values stability and control.
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market culture
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Fourth type of organizational structure, which combines functional and divisional chains of command in a grid so that there are two command structures-- vertical and horizontal.
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matrix structure
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A stage when the organization becomes very bureaucratic, large, and mechanistic. Also the third stage in the product life cycle; period in which the product starts to fall out of favor, and sales and profits fall off.
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maturity stage
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Organization in which authority is centralized, tasks and rules are clearly specified, and employees are closely supervised.
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mechanistic organization
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A period of growth evolving into stability when the organization becomes bureaucratic.
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midlife stage
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Seventh type of organizational structure, in which a firm assembles product chunks, or modules, provided by outside contractors.
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modular structure
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Sixth type of organizational structure whereby a central core is linked to outside independent firms by computer connections, which are used to operate as if all were a single organization.
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network structure
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Organization in which 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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organic organization
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A group of people who work together to achieve some specific purpose. A system of continuously coordinated activities or forces of two or more people.
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organization
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Box-and-lines illustration of the formal relationships of positions of authority and the organization's official positions or work specialization.
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organizational chart
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System of shared beliefs and values that develops within an organization and guides the behavior of its members.
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organizational culture
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4 stages of organizational life cycle
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Birth, Youth, Midlife, and Maturity
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Measurement of a group's size according to the number of full time employees.
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organizational size
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A divisional structure in which activities are grouped around similar products or services.
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product divisions
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The obligation one has to perform the assigned tasks.
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responsibility
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The activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in an organization's life.
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rites and rituals
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First type of organization structure whereby an organization has authority centralized in a single person, as well as a flat hierarchy, few rules, and low work specialization.
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simple structure
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System in which goods are custom-made to customer specifications in small quantities.
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small-batch technology
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The number of people reporting directly to a given manager.
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span of control (management)
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Staff with advisory functions; they provide advice, recommendations, and research to line managers.
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staff personnel
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A narrative based on true events, which is repeated-- and sometimes embellished upon-- to emphasize a particular value.
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story
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Perspective of organizational culture that assumes that the strength of a corporate culture is related to a firm's long-term financial performance.
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strength perspective
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An object, act, quality, or event that conveys meaning to others.
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symbol
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Fifth type of organizational structure whereby teams or workgroups, either temporary or permanent, are used to improve horizontal relations and solve problems throughout the organization.
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team-based structure
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All the tools and ideas for transforming material, data, or labor (inputs) into goods or services (outputs). Applies not only to computers but any machine or process that gives you a competitive advantage.
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technology
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Principle that stresses an employee should report to no more than one manager in order to avoid conflicting priorities and demands.
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unity of command
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The stage in which the organization is in a pre-bureaucratic phase, one of growth and expansion.
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youth stage
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