Ob

Front 1

Orginization

Back 1

Two or more people with relatively independent, stable and well defined tasks and roles, working towards a common goal.

Front 2

Examples of Orginizations

Back 2

Cults, citites, companies

Front 3

Five Function Model

Back 3

Explaining
Planning
Organizing
Engaging
Learning

Front 4

Explaining

Back 4

"Why are we here?"
a. Who are we?
b. What is our place in the world?
c. These questions need to be answered so that we can build a sense of identity for the company.

Front 5

Planning

Back 5

"Where are we going?"
-Working through problems.
-Strategy and Decision making
-SWOT Matrix

Front 6

Organizing

Back 6

"How do we get there?"
-departmentalization
-Bureaucracy- Teams SDWT

Front 7

Engaging

Back 7

"Why should I care?"
-Org. don't move, people do.
-1st person bc, org. need to stay motivated

Front 8

Learning

Back 8

"How are we doing?"
-mistakes aren't all bad, learning from mistakes.

Front 9

Culture

Back 9

A groups shared beliefs and values.

Front 10

Proxemics

Back 10

The amount of space people are going to put between themselves and others.

Front 11

High-Context Culture

Back 11

Setting is key to meaning
-Who serves you tea.
-Traditional Societies

Front 12

Low-Context Culture

Back 12

Setting is not significant, what matters is the agreement itself.
-Capitalist Societies

Front 13

Cultural Artifacts

Back 13

Customs, traditions, rituals, ceremonies, sayings

Levels of Culture- (Schein)

Front 14

Espoused Values

Back 14

What people say.


Levels of Culture- (Schein)

Front 15

Underlying Assumptions

Back 15

Unconscious, taken for granted, perceptions, thoughts and feelings.


Levels of Culture- (Schein)

Front 16

Vision

Back 16

Dream, or ideal future identity.

Front 17

Mission

Back 17

Ideal present action, process of making dream reality.

Front 18

Team

Back 18

Two or more people working together to interact and influence each other, common goal, social entity within an organization.

Front 19

Departmentalization

Back 19

To divide into departments.

Front 20

SWOT

Back 20

Strengths, Weaknesses, Opportunities, Threats.

Front 21

Limitations of SWOT

Back 21

-Quality of Data.
-Quality of Analysis.
-Judgment in identifying key factors.

Front 22

Selective Attention

Back 22

Process of reaction to certain stimuli selectively when others occur simultaneously.

Front 23

Halo Effect

Back 23

A favored person can do no wrong, scapegoat can do no right.

Front 24

Primary Effect

Back 24

Over-relying on ones first impressions.

Front 25

Recency Effect

Back 25

Over-relying on the most recent observations and data.

Front 26

Sunk Costs

Back 26

Spend so much money on something they refuse to buy a new product because of how much was spent on the last product. (car)

Front 27

Bureaucracy

Back 27

Offices and Desks (Government by bureaus)

Front 28

Division of Labor (Bureaucracy)

Back 28

-Allocation of functions.
-Allocation of responsibility.
-Departmentalization

Front 29

Centralization (Bureaucracy)

Back 29

-Hierarchy- levels of authority.
-Span of Control- # of under one boss.
-Chain of Command- who your boss is.
-Scalability- ability to change size.

Front 30

Formalization (Bureaucracy)

Back 30

-Rules
-Everyone follows rules.
-Career Identification

Front 31

SDWT

Back 31

-Self directed work team
-most sig. type of team
-high interdependence
-responsible for all work

Front 32

Norms

Back 32

Informal rules and expectations about how the team functions, about what individuals do.

Front 33

Process Losses

Back 33

Resources expended toward team development and magmt. rather than the task itself.
-planning a meeting

Front 34

Social Loafing

Back 34

Coasting on other's work.

Front 35

Evaluation Aprehension

Back 35

Being afraid to share an idea for fear you'll be considered foolish.

Front 36

Groupthink

Back 36

Favoring consensus too highly.

Front 37

Group Polarization

Back 37

Some groups can end up in extreme positions.

Front 38

Brainstorming

Back 38

Encouraging creative ideas.

Front 39

Constructive Conflict

Back 39

Encouraging debate as a means of inquiry.

Front 40

Power over (Follett)

Back 40

Management manipulates workers

Front 41

Power with (Follett)

Back 41

Each worker has freedom and interdependence.

Front 42

BHAG- Collins Parra

Back 42

i.True BHAG is clear and compelling.
ii.Has true finish line so the organization can know if it has achieved the goal.
iii.BHAG’s stimulate progress
iv.
Ex. Kennedy’s “Man on the Moon” goal during the 60’s.

Front 43

Be a clock builder not a time teller.

Back 43

i.If you tell someone the time, the answer is complete; make someone build their own skills.
ii.Continue on as leaders come and go.

Front 44

Core Values/ Idealolgies

Back 44

i.Be able to motivate the team.
ii.Core values are what drives the team and keeps it going, they should not be combined with financial gain.
iii.The point is to set reasons for a company’s existence beyond just making the dollar.

Front 45

Cult Like Cultures

Back 45

i.The point is to build an organization that preserves it’s ideologies in concrete ways.
ii.Ex. A restaurant makes food. What does Disney make? It makes people happy.