Mgt 3303 Chapter 8

Front 1

organizational culture

Back 1

systme of shared beliefs and values that develops within an organization and guides the behavior of its members

Front 2

organizational structure

Back 2

formal system of task and reporting relationships that coordinate and motivates an organization's members so that they can work together to achieve the organizations goals

Front 3

clan culture

Back 3

internally focused and values flexibility over stability and control

Front 4

adhocracy culture

Back 4

externally focused and values flexibility

Front 5

market culture

Back 5

strong external focus and values stability and control

Front 6

hierarchy culture

Back 6

internally focused and values stability and control rather than flexibility

Front 7

espoused values

Back 7

explicitly stated values and norms preferred by an organization

Front 8

enacted values

Back 8

the values and norms actually exhibited in the organization

Front 9

symbols

Back 9

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

Front 10

stories

Back 10

narrative based on true events which is repeated and sometimes embellished upon, to emphasize a particular value

Front 11

heroes

Back 11

person whose accomplishments embody the values of the organization

Front 12

rites and rituals

Back 12

activities and ceremonies, both planned and unplanned, that celebrate important occasions and accomplishments in te organization's life

Front 13

strength perspective

Back 13

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

Front 14

fit perspective

Back 14

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

Front 15

adaptive perspective

Back 15

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

Front 16

organization

Back 16

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

Front 17

organization chart

Back 17

box and lines illustration showing the formal lines of authority and the organizations official positions or work specializations

Front 18

common purpose

Back 18

unifies employees or members and gives everyone an understanding of the organizations reason for being

Front 19

coordinated effort

Back 19

the coordination of individual efforts into a group or organization wide effort

Front 20

division of labor

Back 20

arrangement of having discrete parts of a task done by different people; also known as work specialization

Front 21

hierarchy of authority

Back 21

a control mechanism for making sure the right people do the right things at the right time

Front 22

unity of command

Back 22

an employee should report to no more than one manager

Front 23

span of control

Back 23

the number of people reporting directly to a give manager

Front 24

accountability

Back 24

managers must report and justify work results to the managers above them

Front 25

responsibility

Back 25

obligation you have to perform the tasks assigned to you

Front 26

delegation

Back 26

process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy

Front 27

line managers

Back 27

managers that have authority to make decisions and usually have people reporting to them

Front 28

staff personnel

Back 28

people that have authority functions; they provide advice, recommendations, and research to line managers

Front 29

centralized authority

Back 29

important decisions are made by higher level managers

Front 30

decentralized authority

Back 30

important decisions are made by middle level and supervisory level managers

Front 31

simple structure

Back 31

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

Front 32

functional structure

Back 32

people with similar occupational specialities are put together in formal groups

Front 33

divisional structure

Back 33

people with similar occupational specialities are put together into formal groups, sorted by similar products or services, customers or clients, or geographic regions

Front 34

product divisions

Back 34

activities are grouped around common customers or clients

Front 35

customer divisions

Back 35

activities are grouped around common customers or clients

Front 36

geographic divisions

Back 36

activities are grouped by defined regional locations

Front 37

matrix structure

Back 37

organization combines functional and divisional chains of command in a grid that forms a vertical and horizontal command structure

Front 38

team based structure

Back 38

teams/workgroups, either temporary or permanent, are used to improve horizontal relations and solve problems throughout the organization

Front 39

modular structure

Back 39

a firm assembles product chunks, modules, provided by outside contractors

Front 40

contingency design

Back 40

process of fitting the organization to its environment

Front 41

mechanistic organizations

Back 41

authority is centralized, tasks and rules are clearly specified and employees are closely supervised

Front 42

organic organizations

Back 42

authority is decentralized, there are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks

Front 43

differentiation

Back 43

tendency of the parts of an organization to disperse and fragment

Front 44

integration

Back 44

tendency of the parts of an organization to draw together to achieve a common purpose

Front 45

birth stage

Back 45

non bureaucratic stage in which the organization is created

Front 46

youth stage

Back 46

pre bureaucratic stage in which the organization is growing and expanding

Front 47

midlife stage

Back 47

organization becomes bureaucratic and the period of growth evolves into stability

Front 48

maturity stage

Back 48

organization becomes very bureaucratic, large and mechanistic