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38 Cards in this Set

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  • Back
strategy
process of positioning the org in the competitive environment and implementing actions
output goals
defines the type of business the organization is pursuing
system goals
conditions within the organization
unity of command
each person has only one boss
span of control
the number of individuals reporting to a supervisor
line units
work groups that conduct the major business of the org
staff units
assist the line units
internal line units
change from inputs to outputs
external line units
maintain outside linkage
control
keeping actions or outputs within predetermined limits
output controls
allows managers to use their own methods to reach defined targets
process controls
specified way that tasks are to be accomplished
formalizaion
written documentation of policies, procedures, and rules
standardization
how limited the allowable actions is
horizontal specialization
aka departmentation. division of labor that establishes specific work units or groups within an organization.
bureaucracy
an ideal form of organization. formed by max weber
mechanistic type of bureaucracy- machine
vertical specializatioin, stresses rules and policies. very efficient
organic type of bureaucracy- professional
more relaxed, emphasis on quality. good for customers
conglomerate
a single corp that has a number of unrelated businesses
organizational design
process of choosing and implementing a structural configuration
coevolution
adjusting to external changes but modifies it to fit them
operations technology
resources, knowledge, and techniques that creates a product or service output
info technology
machies artifacts, procedures and systems to gather, store, analyze and disseminate info for translating i into knowledge
thomsons view of technology
technologies classified according to the degree of specification and degree of interdependence of work units
intensive technology
uncertainty as to how to produce desired outcomes
mediating technology
links parties that want to become interdependent
long linked technology
the way to produce desired outcomes is known and broken down itno a number of sequential steps
woodwards view of technology
the proper matching of structure and technology is critical to the organizational success
adhocracy
an appropriate design when managers and employees dont know the appropriae wa to service a client or produce a particular product.
specfic environment
owners, suppliers, govt agencies, and competitors that the org has to interact with
magnitude complexity defined by what 3 degrees?
degree of richness, interdependence, and uncertainty
decline
opposite of richness
virtual organization
always shifting constellation of firms, with a lead corp, that pool skills, resources, and experiences to hrive jointly
boundaryless organization
a design option that eliminates vertical, horizontal, external, and geographic barriers that block desired action
scanning
loking ouside the firm andb ringing back useful solutions
grafting
the process of acquireding individuals units, or firms to bring in useful knowledge
deficit cycles
a pattern of deteriorating performance that is followed by even further deterioration --> organizational inertia, hubris, and detachment
benefit cycles
a pattern of successful adjustment folowed by improvements.