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