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