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50 Cards in this Set
- Front
- Back
- unobservable since they reflect organizational
values that have become so taken for granted that they guide organizational behavior without any of the group members thinking about them. |
Assumptions
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perceptions that people hold about how things are done
in their community. |
Beliefs
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– a set of “shared values and beliefs” that a group holds
and that determines how the group perceives, thinks about, and appropriately reacts to its various environments. |
Culture
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indicate who in the organization has the
responsibility to initiate, supply information for, approve, implement, and control various types of decisions. |
Decision right
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the values and norms that are actually
exhibited or displayed in employee behavior. |
Enacted values
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explicitly stated preferred organizational
values. |
Espoused values
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has less well-defined chain of
command. |
Flat organization structure
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an organizational form
based on the concepts of division of labor, specialization, spans of control, and unity of command. |
Hierarchical organization structure
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characteristically feel
flat and hierarchical at the same time. |
Networked organization structure
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- workers are assigned to two
or more supervisors in an effort to make sure multiple dimensions of the business are integrated. |
Matrix organization structure
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physical manifestations such as
traditional dress, symbols in art, acronyms, awards, myths and stories told about the group, rituals, and ceremonies and so on |
Observable artifacts
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includes the organization’s design,
as well as the managerial choices that define, set up, coordinate, and control its work processes. |
Organizational strategy
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reflect the community’s aspirations about the way
things should be done |
Value
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move from a cost based to a relationship based structure.
Managers had to interact with customers and developers in different locations. |
Cognizant Technology Solutions
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the largest outsourcing company and software exporter in India, chose a different organization structure designed to focus on customers and boost revenue growth.
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Tata Consultancy Services (TCS),
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Includes the organization’s ________________, as well as the managerial choices that define, set up, coordinate, and control its ____________ _____________.
Optimized organizational design and _________________ __________ ______________ support optimal business processes which reflect the firm’s values and culture. |
design
work processes management control systems |
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What are the three types of managerial levers?
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Three types are: organizational, control, cultural.
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Culture impacts IS and organizational performance.
IS in the organization’s physical structure is designed to facilitate the _________________ and _________________ necessary to accomplish the organization’s goals. |
communication and work processes
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focus on making sure that decision rights are properly allocated.
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Organizational design
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Who in the organization has the responsibility to initiate, supply information, approve, implement, and control various types of decisions.
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decision rights
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is the way of designing an organization so that decision rights are correctly allocated.
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Organization structure
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Traditional organizations are
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hierarchical, flat or matrix.
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The ________________ structure is a newer organizational form.
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networked
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Who developed the bureaucracy model?
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Max Weber
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- an organizational form based on the concepts of division of labor, specialization, spans of control, and unity of command.
Key decisions are made at the top and filter down through the organization. Middle managers do the primary information processing and communication. |
Hierarchical organization structure
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each person has a single supervisor, who in turn has a supervisor.
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Unity of command
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___________ are established to handle the routine work performed by employees of the organization. Workers turn to rules for guidance, or to the supervisor.
Key decisions are made at the top and filter down through the organization in a ______________ fashion. |
Rules,
Centralized 'Hierarchical Organizational Structure ' |
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Horizontal, less well-defined.
Fewer employees, Respond quickly to dynamic, uncertain environments. Appropriate for entrepreneurial and smaller organizations. Teamwork is important to increase flexibility and innovation. Decision rights may not be clearly defined, often decentralized. IS is utilized to off-load certain routine work. avoid hiring additional workers intra-firm communications |
Flat Organization Structure
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organized into small work groups
integrated regionally and nationally/globally. Each supervisor directs a different aspect of the employee’s work. Managers are flooded with more information than they can process. Decision rights are shared between the managers. Appropriate for complex decision making and dynamic and uncertain environments. IS reduces operating complexities and expenses by allowing information to be easily shared among different managerial functions |
Matrix Organization Structure
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Feel flat and hierarchical at the same time.
unstable environments Highly decentralized decision rights. Utilize distributed information and communication systems Employees share their knowledge and experience, and participate in making key organizational decisions. |
Networked Organization Structure
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Data are gathered and stored in centralized data warehouses for use in analysis and decision making.
Extensive use of communication technologies and networks |
Networked Organization Structure and IS
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- technology enables individuals from all parts of the organization to reach all other parts of the organization
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Technological leveling
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Working on a project.
Job rotation program Call upon their past co-workers when a situation arises |
informal relationships : are designed by management
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are formed throughout an organization :
Work proximity Shared interest Family ties Politics crossing organizational boundaries. |
Unintended networks
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There are 2 types of networks in IS......
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Informal Networks and social networks
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Computer and information technologies facilitate collaboration across distances, social networks and virtual communities are formed.
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Social Network
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Concerned with how planning is performed in organizations and how people and processes are monitored, evaluated, and compensated or rewarded.
Senior leaders ensure the things that are supposed to happen actually happen. |
IS and Management Control
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IS plays three important roles in management control processes:
Data collection, Evaluation, and Communication. |
Data collection, Evaluation, and Communication.
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Number of keystrokes.
Precise time spent on a task. Exactly who was contacted. Specific data that passed through the process. |
How IS makes it possible to collect data.
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Monitor “cyberslacking” and “cyberslouching.”
Monitoring is ethical and in the best interest of business. Employees must be informed about monitoring software. |
Monitoring and Performance Software
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- analyzing too much or too long
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Analysis paralysis
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Many companies do this to allow the individual’s supervisors, subordinates, and coworkers all provide input.
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“360-degree” feedback,
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Enables organizations to encourage good performance.
Done properly, can make employees feel good without paying them more money. Organizations use their Web sites to recognize high performers. consider both the metrics and qualitative data in assigning compensation and rewards. |
Incentives and Rewards and IT
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is a “collective programming of the mind” that distinguishes not only societies (or nations) but also industries professions, and organizations.
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Culture
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are the perceptions that people hold about how things are done in their community.
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Belief
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Hofstede originally identified four major dimensions of national culture:
What are they? |
Power distance
Uncertainty Avoidance Individualism-collectivism Masculinity-femininity Confusian Work Dynamism (a new dimension) or “short-term vs. long-term orientation”. |
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research program uncovered nine cultural dimensions, six of which have their origins in Hofstede’s pioneering work
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The GLOBE (Global Leadership and Organizational Behavior Effectiveness)
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Being trustworthy Just and honest.
Having foresight and planning ahead. Being positive, dynamic encouraging, and motivational. Being communicative and informed |
leadership traits seen as universally acceptable across cultures:
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means listening, framing the message in a way that is understandable to the receiver, and responding to feedback.
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Effective communication
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involves searching for an integrated solution that can be accepted and implemented by members of diverse cultures.
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cross-cultural communication
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