Chapter 8 Management

Front 1

organizational culture

Back 1

"corporate culture" a system of shared beliefs and values that develops within an organzation and guides the behavior of its members

Front 2

clan culture

Back 2

has an internal focus and values flexibility rather than stability and control

Front 3

adhocracy culture

Back 3

an external focus and values flexibility

Front 4

market culture

Back 4

a strong external focus and values stability and control

Front 5

hierarchy culture

Back 5

has an internal focus and values stability and control over flexibility

Front 6

espoused values

Back 6

the explicitly stated values and norms preferred by an organization

Front 7

enacted values

Back 7

represent the values and norms actually exhibited in the organzation

Front 8

symbol

Back 8

an object, act, quality, or event that conveys meaning to others

Front 9

story

Back 9

a narrative

Front 10

How employees learn culture

Back 10

symbols, heroes, stories, and rites/rituals

Front 11

strength perspective

Back 11

assumes that the strength of a corporate culture is related to a firms long-term financial performance

Front 12

fit perspective

Back 12

assumes that an organizations culture must align, or fit, with its business or strategic context

Front 13

adaptive perpective

Back 13

assumes that most effective cultures help organizations anticipate and adapt to environmental changes

Front 14

organization

Back 14

a system of consciously coordinated activities or forces of two or more people

Front 15

org chart

Back 15

illustration showing formal lines of authority

Front 16

vertical hierarchy

Back 16

who reports to whom...org chart, chain of command

Front 17

horizontal hierarchy

Back 17

who specializes in what work...work specializations

Front 18

common purpose

Back 18

unifies employees or members and gives everyone an understand of the organzations reason for being

Front 19

coordinated effort

Back 19

the coordination of individuals into a group or organization-wide effort

Front 20

division of labor

Back 20

work specialization, arrangement of having discrete parts of a task done by different people

Front 21

hierarchy of authority

Back 21

chain of command is a control mechanism for making sure the right people do the right things at the right time

Front 22

unity of command

Back 22

in which an employee should report to no more than one manager

Front 23

span of control/span of management

Back 23

the # of people reporting directly to a given manager

Front 24

authority

Back 24

reights inherent to managerial position

Front 25

line managers

Back 25

having authority to make decisions and usually have people report to them

Front 26

staff personnel

Back 26

have authority functionsL provide advice, recommendations, and research to line managers

Front 27

centralized authority

Back 27

important deision are made by higher-level managers

Front 28

decentralized authority

Back 28

important decisions are made by middle-level and supervisory-level managers

Front 29

simple structure

Back 29

has authority centralized in a single person, flat hierarchy, few rules, and low work specialization

Front 30

functional structure

Back 30

people with similar occupational specialiteis are put together in formal groups

Front 31

matrix structure

Back 31

an organization combines functional and divisional chaing of command in a grid so that there are two command structures, vertical/horizontal

Front 32

team-based structure

Back 32

teams or workgroups, either temp or permanent, are used to improve hroizontal relations and solve problems throughout the organzation

Front 33

network structure

Back 33

organization has central core that is linked to outside independent firms by computer connections.

Front 34

modular structure

Back 34

firm assmbles products chunks, or modules, provided by outside contractors.

Front 35

contingency design

Back 35

process of fitting the organization to its environment