Kap 3 & 4

Front 1

Which are the 5 key ingridients in an organisational structure?

Back 1

* Formality
* Patterns of Relationship between people, group or functions
* Coordination, Communication & Control
* Purpose
* Longevity

Front 2

Which are the Six assumptions that undergird the structural frame?

Back 2

1. Organizations exist to achieve established goals and objectives.

2. Organizations increase efficiency and enhance performance through specialization and appropriate division of labor.

3. Suitable forms of coordination and control ensure that diverse efforts of individuals and units mesh.

4. Organizations work best when rationality prevails over personal agendas and extraneous pressures.

5. Structures must be designed to fi t an organization ’ s current circumstances (including its goals, technology, workforce, and environment)

6. Problems arise and performance suffers from structural defi ciencies, which can be remedied through analysis and restructuring.

Front 3

The structural view has two main intellectual roots. Which are they?

Back 3

-The first is the work of industrial
analysts bent on designing organizations for maximum efficiency. “ scientific management.”

-A second, Patriarchal organizations were dominated by a father figure, a ruler with almost unlimited
authority and boundless power. “monocratic bureaucracy ” as an ideal form that maximized
norms of rationality.

Front 4

What is the process in Scientific Management?

Back 4

Taylor broke tasks into minute parts and retrained workers to get the most from each
motion and every second spent at work.

Front 5

Which features are included in "monocratic bureacracy"?

Back 5

• A fi xed division of labor
• A hierarchy of offi ces
• A set of rules governing performance
• A separation of personal from offi cial property and rights
• The use of technical qualifi cations (not family ties or friendship) for selecting personnel
• Employment as primary occupation and long - term career

Front 6

How does structure influence what happens in the workplace?

Back 6

it is a blueprint for officially sanctioned expectations and exchanges among internal
players (executives, managers, employees) and external constituencies (such as customers and clients).

Front 7

What are the keystones for structure?

Back 7

-- Division of labor
— or allocating tasks

Front 8

What are the different "group differentiations"?

Back 8

• Functional groups based on knowledge or skill,
• Units created on the basis of time, as by shift (day, swing, or graveyard shift).
• Groups organized by product: (detergent versus bar soap, wide - body versus narrow - body aircraft.)
• Groups established around customers or clients,
• Groupings around place or geography,
• Grouping by process:( a complete fl ow of work, as with “ the order fulfillment process. This process flows from initiation by a customer order, through the functions, to delivery to the customer ”)

Front 9

What is "Suboptimization"?

Back 9

Units tend to focus on their separate priorities and strike out on their own.

an emphasis on achieving unit goals rather than focusing on the overall mission. Efforts become fragmented, and performance suffers.

Front 10

With wich 2 ways do Successful organizations employ to coordinate individual and group effort? ( and to link local initiatives with corporation? )

Back 10

*vertically, through the formal chain of command, and

*laterally, through meetings, committees, coordinating roles, or network structures.

Front 11

Describe Vertical coordination.

Back 11

With vertical coordination, higher levels coordinate and control the work of subordinates
through
authority,
rules
and policies,
and planning
and control systems.

Front 12

What is included in Lateral coordination?

Back 12

Structures that influence how individuals and groups in organisations coordinate their activities with each other.

Formal and informal meetings,
task forces,
coordinating roles,
matrix structures,
and
networks

(Lateral forms are typically less formal and more flexible than authority - bound systems and rules.)

Lateral communications work best when a complex task is performed in a turbulent,
fast - changing environment.

Front 13

When speaking of vertical coordination.

What does the authority?

Back 13

. Authorities — are officially charged with keeping action aligned with goals and objectives.

They accomplish this by making decisions, resolving
conflicts, solving problems, evaluating performance and output, and distributing rewards and sanctions.

HIERARCHY!!!!!

Vertical coordination is generally superior if an environment
is stable, tasks are well understood and predictable, and uniformity is essential.

Front 14

When speaking of vertical coordination.

What the goal of "Rules and Policies"? And what does it reduce?

Back 14

Rules, policies, standards, and standard operating procedures limit individual
discretion and help ensure that behavior is predictable and This helps ensure that similar situations are handled
in comparable ways.

It reduces “ particularism ” - responding to
specifi c issues on the basis of personal whims or political pressures unrelated
to organizational goals.

A standard is Benchmarks that are used - to ensure that goods and services maintain a specified level of quality and to identify problems to be fixed.

Front 15

When speaking of vertical coordination.

What are the two major approaches to "Planning and control systems"?

Back 15

* Performance control
- measures and motivates individual efforts, particularly when targets are reasonably clear and calculable. (Not as successfull if goals are ambiguous, hard to measure)

*Action planning
- specifies methods and time frames for decisions and actions, (as in “ increase this month’s sales by using a companywide sales pitch ”) (works best when it is easier to assess how a job is done than to measure its product.)

Front 16

When speaking of LATERAL COORDINATION.

Describe "Meetings" a bit.

Back 16

-Formal gatherings and informal exchanges are the cornerstone of lateral coordination.

-But informal contacts and exchanges are vital to take up slack and glue things together in fast - paced, turbulent environments.

Front 17

When speaking of LATERAL COORDINATION.

Describe "task forces" and why does it exist?

Back 17

Task forces assemble when new problems or opportunities require collaboration of diverse
specialties or functions.

Front 18

When speaking of LATERAL COORDINATION.

What are "coordinating roles" ?

Back 18

Coordinating roles or units - use persuasion and negotiation to help others dovetail their efforts.

Front 19

When speaking of LATERAL COORDINATION.

What is "Matrix Structures"?

Back 19

A matrix with business or product lines on one axis and countries or regions on the other — are common in global corporations.

Front 20

When speaking of LATERAL COORDINATION.

"Networks"

Back 20

a firm is multicentric: initiatives and
strategy emerge from many places, taking shape through a variety of partnerships
and joint ventures. therfero networks are needed to communicate and etc.

Front 21

What is the 2 main issues in Structure??

Back 21

*how to ALLOCATE work - differentiation

*how to COORINATE work - integration

Front 22

What is included in "structural internal and external imperatives" ?

Back 22

All these characteristics combine to dictate the optimal social architecture.


These parameters include the organization ’ s
* size, ( complexity and formality increase with
* age, size and age)
* core process, (core processes or technologies must align with structure)
* environment, (stable environmental rewards simpler structure; uncertain, turbulent environment requires a more complex, flexible structure)
* strategy and goals, (variation and clarity and cnsitency of goals requires appropriate structural adaptions)
* information technology, (Information technology permits flatter, more flexible and more decentralized structures.)
* and workforce characteristics (more educational and professional workers need and want greater autonomy and disretion)

(* History and ownership
* People
* Dependence on other firms
* Ideology and (national) culture)

(Structural Imperatives are difficult to avoid, they are ‘imposed’.)

Front 23

What are the 4 goals an organization have?

Back 23

*Honorific: Fictitious goals with desirable qualities.

*Taboo: Goals pursued but not talked about.

*Stereotypical: Goals any reputable organization should have.
*Existing: Goals quietly pursued even though inconsistent with stated values and self - image.

(Understanding linkages among goals, structure, and strategy requires a look beyond formal statements of purpose.)

Front 24

What are structural dilemmas?

Back 24

• Differentiation vs. integration
(As complexity grows, organizations need more sophisticated — and more costly — coordination strategies. Rules, policies, and commands have to be augmented by lateral strategies.)

• Gaps vs. overlaps
(. Conversely, roles and activities can overlap, creating confl ict, wasted effort, and unintended redundancy.)

• Underuse vs. overload
(If employees have too little work, they become bored and get in other people ’ s
way.)

• Lack of clarity vs. lack of creativity
(If employees are unclear about what they are supposed to do, they often tailor
their roles around personal preferences instead of systemwide goals, frequently leading to trouble.)

• Excessive autonomy vs. excessive interdependence
(When individuals or groups are too autonomous, people often feel isolated.)

• Too loose vs. too tight
(. If structure is too loose, people go their own way or get lost, with little sense of what others are doing. Structures that are too tight stifl e fl exibility
and cause people to spend much of their time trying to beat the system)

• Goalless vs. goalbound
(In some situations, few people know what the goals are; in others, people cling to
goals long after they have become irrelevant or outmoded.)

• Irresponsible vs. unresponsive
(If people abdicate their responsibilities, performance suffers. However, adhering
too rigidly to policies or procedures can be equally harmful. )

(Structural Dilemmas are to a certain extent ‘strategic choices’.)

Front 25

What is included in Mintzberg's five major components in an organizational structure?

Back 25

*operating core:
at the base consisting of people who
perform essential work. The core is made up of workers who produce or provide products or services to customers or clients.

*administrative component (middle management)
Directly above the operating core is it placed. managers who supervise, coordinate, control, and provide resources for the operators.

*At the top of Mintzberg ’ s fi gure, senior managers in --the strategic apex-- track current developments
in the environment, determine the mission, and shape the grand design.

*. Two more components sit alongside the administrative component.

*The technostructure:
houses specialists, technicians, and analysts who standardize, measure, and inspect outputs and procedures.

*The support staff:
performs tasks that support or facilitate the work of others throughout the organization.

Front 26

What is a simple structure?

Back 26

Most businesses begin as simple structures with only two levels: the strategic apex and an operating level.

Coordination is accomplished primarily through direct supervision and oversight.

The virtues of simple structure are --flexibility and adaptability--; one or two people control the entire operation.

Authorities block as well as initiate change, and they punish capriciously as well as reward handsomely.

In a simple structure, the boss has
the edge.

Front 27

What is Machine Bureaucracy ?

Back 27

Important decisions are made at the strategic apex; day - to - day operations are controlled by managers and standardized procedures.

Machine bureaucracies have large support staffs and a sizable technostructure, with many layers between the apex and operating levels.

A key challenge is how to motivate and satisfy workers in the operating core.

In machine bureaucracies, the technostructure and strategic apex possess
the most clout.

Front 28

What is Professional Bureaucracy ?

Back 28

Its operating core is large relative to its other structural parts, particularly the technostructure.

Few managerial levels exist between the strategic apex and the professors, creating a fl at and decentralized profile.

Control relies heavily on professional training and indoctrination.

Freeing highly trained experts to do what they do best produces many benefits but leads to challenges of coordination and quality control.

In professional bureaucracies, chronic confl ict between administrators
and professionals is the dominant tension, while members of the technostructure play an important role in the wings.

Front 29

What is the Divisionalized Form?

Back 29

the bulk of the work is done in quasi - autonomous units, as with free - standing campuses in a multi - campus university.

Divisionalized structure offers economies of scale, resources, and responsiveness while controlling economic risks, but it creates other tensions.

One is a cat - and - mouse game between headquarters and divisions. Another risk in the divisionalized form is that headquarters may lose touch with operations.

Front 30

What is Adhocracy?

Back 30

Adhocracy is a loose, fl exible, self - renewing organic form tied together mostly through lateral means.

Usually found in a diverse, freewheeling environment, adhocracy functions as an “ organizational tent, ” exploiting benefi ts that structural designers traditionally regarded as liabilities.

Ad hoc structures are most often found in conditions of turbulence and rapid change.

In the adhocracy, a variety of actors can
play a pivotal role in shaping the emerging structural patterns.

Front 31

What is a "web of inclusion" ?

Back 31

women tended to put themselves at the center of their organizations rather than at the top, thus emphasizing both accessibility and equality, and that they labored constantly to include people in their decision -
making ”

“ web of inclusion ” to portray an organic architectural
form more circular than hierarchical. The web builds from the center out.
The freewheeling web form encounters increasing challenges as an organization
gets bigger.

Front 32

Why Restructure an organization?

Back 32

Various pressures can lead to that conclusion:
The environment shifts.
Technology changes.
Organizations grow.
Leadership changes.

Front 33

Which are the troubled organizations 3 configurations?

Back 33

* The impulsive firm:
A fast - growing organization, controlled by one individual or a few top people, in which structures and controls have become too primitive and the firm is increasingly out of control.

* The stagnant bureaucracy:
An older, tradition- dominated organization with an obsolete product line.

* The headless giant:
A loosely coupled, divisional organization that has turned into a collection of feudal baronies.