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73 Cards in this Set
- Front
- Back
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org. structure
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framewor for dividig and assignin and coordinating work...how they are formaly divded groupd, and coordinated
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how are jobs structured
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1.work specialization
2.departmentalization 3.chain of command 4.span of control 5.centralization 6.formalization |
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departmentalization groups
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1.function
2.product 3.geography 4.process 5.customer |
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work specialization
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degree to which jobss are subdivided into little tasks to be moer efficient
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fayol handout
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belived that the practice of management was distinct from other org. functions
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fayol's 14 principels of manageent
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1.division of labor 12.stability of tenure
13.initative 14. espirt de corps 2.authority 3.disciplin 4.unity of command 5.' ' direction 6.subordinization of indidicual intrest 7.remuneration 8.centralization 9.centralization 10. scalar chain 11.equity |
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line of authority
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chain of commnand...person in charge because of thier position
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chain of command
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continuous line of authority from top to bottom...clarifies who reports to who
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unity of command
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only 1 person to report to
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span of control
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# of people a manager can control--4 and 8
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span of control 2
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are there alot of substutes--no manager neccessary
wider spans need less managers |
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centralized
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decesion making is centered at top single point...effecient but time consuming
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decentralized
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decesion making is spread through the org....puts more decesion at hear of work
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formalization
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degree to which jobs w/in org. are standardized...number of rules and regs.
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high and low formaliztion
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high standarization = high form
employee freedom = low form |
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bureucracy
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organized straight line, very efficient, lots of job specialization, functional depts, lots of rules, and centrlized decesino mkaking
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simple structure
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low formalization and centrlized...1 ceo wit not too many employees
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matrix structure
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combine function/ product structure together-->employee has conflicting duties from 2 bosses
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benefits of matrix structure
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more flexible org and globalization
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mechanisitic model
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lots of depts./ high formalization/ centralized/ like a machine very speicalized(larger org's)
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organic model
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low formalizatino/ info. networks, lots of paticipation
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determinents of org. structure
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1.size--larger push toward mechanistic
2.technology-type has impact 3.strategy 1st--then structure...but then structure can drive strategy |
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3 dimension model
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volatile, complex, capacity
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voltility
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stable enviroments---mechanistic
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comlexity
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how complex is industry
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capacity
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envirtoment you operate in...does it support growth?
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innovation strategy
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emphasizes intro of major new products
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cost-minimization
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lowest price guys(wal-mart)
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immitation strategy
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move into new market only after its proven to work
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unit, mass, process(woodwar)
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unit-1 item in single batches
mass-larger batches process-continuous process(oil pipe) |
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definition of org. culture
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can exsist and live on forever
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characteristics of culture
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1.innovation
2.attention to detail 3.outcome orientation 4.people orientation 5.team orientation 6.agressivness 7.stability |
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core values
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primary values that are accepted throughout the org
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dominant culture
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core values that are shared by a majority of the org members
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subcultures
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same core values but some that are unique to departments. sometimes they can support it, but soometimes they can work against it
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what do strong cultures have?
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1.low turnover
2.help manager decesions 3.cohesivness 4.substitue for having manager 5.older |
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culture a liability?
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1.mergers and acquisitions
2.change makes a barrier with culture 3.diversity |
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who is driving force of culture
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founders and they act as role model...lead people and share their vision with employees. managers help to set norms according to value system
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what does stong culture do
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increases behavioral consistency and be a substitute for formalization
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socialization
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adapt to org. culture
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stages in socializaton process
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1.prearrival-heard things befoer you work there
2.encounter-early part of working...whenyou hear things you may not like 3.metamorphosis-change employee attitude/behvaviort to fit |
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means of transmitting culture
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1.rituals
2.stories 3.language 4.symbols |
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national culture
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stronger than org. culture
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institutionalization
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when an org. takes a life of its own apart from its members
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high ethical standards
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to encourage
-management should be role models -management comm. about ethics |
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what are commmon changes in org.
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-tech-new computers
-econ-stock prices -social trends-trends in world -nature of work force-getting older/diverse/and -world politics-war, terroism |
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change agents
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persons who act as a catalyst and assume the resonsibilities for managing the change activities
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consultants as change agents
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bring in to help change the org.-more objective but dont have to live with changes
-if you brought in someone from the inside-biases |
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what can resistance to change do?
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can be positive and can help.maintains stability of behavior
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conflict is good
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sometimes
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forms of resistance to change
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1.overt-vocing complaints; very easy to deal with
2.covert(implicit)-keeping it inside and hard to deal with. increased absenteeism and decrease and loyality |
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individual resistance to change -5
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1.habit
2.security 3.econ. 4.fear of unknown 5.selective information |
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org. resistance to change-5
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1.structured inertia-dealing with it the same way as before
2.limited focus of change 3.group inertia 4.threat to expertise 5.threat to power |
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lewins 3 step process of change
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1.unfreezing-break it up(power)
2. change- change it 3.refreeze- put back together AND stabalize change |
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do one or the other for change(lewin)
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increase driving forces or decrease restraining forces
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tactics for dealing with change-5
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-education and comm.
-negotation -coopatation-let an adversary sit on decesion board\\ -manipulation-secretly try to change -force(coersion) |
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politics in org.
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chnage agents-any change can shake up poltiical groups
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change agents and managers
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managers already part of stucture won't be change agent---probably manger from fringe group
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action research
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change process, collects data, then decides based on data.benefit: focuses on problem
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definition organization development
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all of the planned changes or interventions and then tries to improve the org.
-participation -confrontatoin -respect -trust -power equality |
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org. development - different ways it takes place
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-sensitivity training
-process consultation -appreciatve inquiriy -surveys -team building -intergoup development |
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sensitivity training
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introduces more diversity and teaches sex harrasment
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process consultation
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brining in someone to deal with the problem
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appreciative inquiry
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identify strengths and weakness and then build off it
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stress
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dynamic condition in which an individual is confronted w/ an opportunity, contraint, or demand reated to what he/she desires and the outcome is uncertain
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when moving from potential to acutal stress
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high level of importance and uncertainty
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3 things w/ stress
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1.opportunity
2.demands-lose something you want 3.constraints-force you from doing what you want |
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org. factors of stress-5
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1.task demands of job
2.role demands in org. 3.interpersonal demands 4.org. stuc and leadership 5.org life stage |
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personal factors of stress-3
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1.family/personal
2.economic 3.personality problems |
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enviromental factors of stress-4
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1.econ uncertainties
2.poltical " 3.technolgical " 4.terroism |
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3 consequneces of stress
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1.pyhsiological-physical
2.psycholgical-anxiety 3.behavioral-absenteeism |
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performance cycle
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inverted u...moderate stress = high performance
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how to deal with stress-4
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1.time management
2.physcial exercise 3.relaxtion training 4.expand social support network |
