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26 Cards in this Set

  • Front
  • Back
Organizatinal Design
The creation of or change to an organizations structure.
Mechanistic Structure
A tight organizational structure characterized by rigidly defined task formalization, many rules and regulations, and centralized decision making
ORGANIC STRUCTURE
A FLEXIBLE, FREE FLOWING ORGANIZATIONAL STRUCTURE THAT HAS FEW RULES AND REGULATIONS AND DECENTRALIZES DECISION MAKING RIGHT DOWN TO THE EMPLOYEES DOING THE JOB.
ORGANIZATIONAL LIFE CYCLE
THE STAGES AN ORGANIZATION GOES THROUGH : BIRTH, YOUTH, MIDLIFE, AND MATURITY, WHERE EACH STAGE INVOLVES CHANGES IN OVERALL STRUCTURE
TECHNOLOGY
THE KNOWLEDGE, MACHINERY WORK PROCEDURES, AND MATERIALS TAT TRANSFORM THE INPUTS TO OUTPUTS.
SMALL BATCH TECHNOLOGY OR UNIT PRODUCTION TECHNOLOGY
A TYPE OF TECHNOLOGY THAT PRODUCES GOODS IN SMALL QUANTITIES DESIGNED TO CUSTOMER SPECS.
LARGE BATCH TECHNOLOGY OR MASS PRODUCTION TECHNOLOGY
A TYPE OF TECHNOLOGY THAT PRODUCES A LARGE VOLUME OF STANDARDIZED PRODUCTS
CONTINUOUS PROCESS PRODUCTION
A TECHNOLOGY IN WHICH THE ENTIRE CONVERSATION PROCESS IS COMPLETED THROGUHT A SERIES OF MECHANICAL OR CHEMICAL PROCESSES.
FLEXIBLE MANUFACTURING SYSTEM
THE AUTOMATING AND INTEGRATING OF MANUFACTURING ELEMENTS SUCH AS PRODUCT DESIGN, PRODUCTION, EQUIPMENT, ROBOTICS, AND PERFOMACE ANALYSIS
FUNCTIONAL STRUCTURE
AN ORGANIZATIONAL DESIGN THAT GROUPS POSITIONS INTO DEPARTMENTS BASED ON SIMILAR SKILLS, EXPERTISE, AND RESOURCES
DIVISIONAL STRUCTURE
AN ORGANIZATIONAL DESIGN THAT GROUPS DEPARTMENTS BASED ON ORGANIZATIONAL OUTPUTS; THESE DIVISIONS ARE SELF CONTAINED STRATEGIC BUSINESS UNITS THAT PRODUCE A SINGLE PRODUCT
MATRIX STRUCTURE
AN ORGANIZATIONAL DESIGN THAT UTILIZES FUNCTIONAL AND DIVISIONAL CHAINS OF COMMAND SIMULTANEOUSLY IN THE SAME PART OF THE ORGANIZATION
TEAM STRUCTURE
AN ORGANIZATIONAL DESIGN THAT PLACES SEPERATE FUNCTIONS OR PROCESSES INTO A GROUP ACCORDING TO ONE OVERALL OBJECTIVE
NETWORK STRUCTURE
A ORGANIZATIONAL DESIGN OPTION IN WHICH A SMALL CENTRAL ORGANIZATION RELIES ON OTHER ORGANIZATIONS TO PERFORM MANUFACTURING, MARKETING, ENGINEERING, OR OTHER CRITICAL FUNCTIONS ON A CONTRACT BASIS.
SUBCULTURE
A UNIT WITHIN AN ORGANIZATION THAT IS BASED ON THE SHARED VALUES, NORMS, AND BELIEFS OF ITS MEMBERS
CHANGE
ANY ALTERATION IN THE CURRENT WORK ENVIORNMENT.
EVOLUTIONARY CHANGE
THE INCREMENTAL STEPS TAKEN TO BRING ABOUT PROGRESS AND CHANGE
REVOLUTIONARY CHANGE
BOLD, DISCONTINUOUS ADVANCES THAT BRING ABOUT DRAMATIC TRANSFORMTIONS IN ORGANIZATIONAL STRATEGIES AND STRUCTURE
PLANNED CHANGE
TRYING TO ANTICIPATE WHAT CHANGES WILL OCCUR IN BOTH THE EXTERNAL AND INTERNAL ENVIORNMENT AND THEN DEVELOPING RESPONSES THAT WILL MAXIMIZE THE ORGANIZATIONS SUCCESS
MANAGEMENT BY REACTION
A MANAGEMENT METHOD THAT DOES NOT ANTICIPATE CHANGE BUT MERELY REACTS TO IT.
CAHNGE AGENT
A PERSON WHO IMPLEMENTS PLANNED CHANGE.
MUTUAL TRUST
THE ABILITY OF INDIVIDUALS TO RELY ON EACH OTHER BASED ON THEIR CHARACTER, ABILITY, AND TRUTHFULNESS
ORGANIZATIONAL LEARNING
THE ABILITY TO INTEGRATE NEW IDEAS INTO AND ORGANIZATION ESTABLISHED SYSTEMS TO PRODUCE BETTER WAYS OF DOING THINGS.
THREE STEP APPROACH
A TECHNIQUE OF BEHAVIOR MODIFICATION TO CHANGE ATTITUDES IN LASTING WAYS, IT CONSISTS OF THREE PHASES,: UNFREEZING, CHANGE, FREEZING
FORCE FIELD ANALYSIS
A TECHNIQUE TO IMPLEMENT CHANGE BY DETERMINING WHICH FORCES DRIVE CHANGE AND WHICH FORCES RESIST IT.
ORGANIZATIONAL DEVELOPMENT
A PROCESS OF CONDUCTING A THOROUGH ANALYSIS OF AN ORGANIZATIONS PROBLEMS AND THEN IMPLEMENTING LONG-TERM SOLUTIONS TO SOLVE THEM.