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98 Cards in this Set
- Front
- Back
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Organizational Structure
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the framework for dividing, assigning and coordinating work
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organization design
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developments in or changes to the structure of an organization
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work specialization
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degree to which tasks in the organization are subdivided into separate jobs
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departmentalization
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the basis by which jobs are grouped together
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types of departmenttalization
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functional, geography, product, process, customer
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chain of command
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continous line of authority that extneds from upper levels of an organization to the lowest levels of the organization and clairifies who reports to who
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authority
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rights inherent in a managerial position to tell people what to do and to expect them to do it
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responsibility
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the obligation or expectation to perform
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unity of commmand
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concept that a person should have one boss and should report only to that person
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line units
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work groups that conduct the major business of the organization
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staff units
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assist the line units and provide specialized expertise and serivices
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span of control
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number of subordinates a manager can efficiently and effectively direct
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centralization
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degree to which decision making is concentrated at a single point in the organization
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decentralization
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degree to which desision making is spread throughout the organization
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formalization
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degree to which jobs within the organizations are standardized
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more formalization =
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more standardized/more rules and regs/less employee descression
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less formalization =
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more employee freedom
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smaller companies =
(formalization) |
centralized desicion making and low level of formation
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mechanistic organization
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larger of an organization, structure characterized by extensive departmentalization, high formalization, limited information network and centralization
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Tall hieerarchy span of control
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narrow control, not as many
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Flat hierarchy span of control
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wider, more people
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organic model
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structure that is flat, used cross hierarchial and cross function teams
low formalization possess a comprehensive information network and relies on participative desisions |
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simple structure
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low degree of departmentalization, wode spans of control, authority centralized in a single person and little formalization
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beuracracy (max weber)
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structure highly routine, operating tasks achieved through specialization
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benefits of beuracracy
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very organized and very efficient
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matrix structure
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structure that creates dual lines of authority and combines functional and product departmentalization
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employees in matrix
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conflicting duties and flexible organization
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innovative strategy
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strategy that emphasizes the intro of major new products and services
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limitation strategy
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seeks to move into new products or new markets only after their viability has already been proven
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technoligy of organization
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transformation, affect inputs and outputs more or less routine
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Environment
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forces outside the organization that potentially affect the organizations performance
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Volatile
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stable, easier to manage
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complexity
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simple
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capacity
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abundantm, has to do with environment within
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decide your strategy then get your structure
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the larger the organization the more mechanistic
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culture
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shared ways of thinking and doing things
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properties of culture
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shared by groups
organizations transgenerational learned not inherited adoption highly symbolic multi-level construct |
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transgenerational
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cumulative and passed from one generation to the next
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means of adoptation
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shares the members views of the worlds reactions/highly sympobolic
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organizational culture
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common perception held by the organizations members
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dominant culture
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expressed the core values that are shared by a majority of the organizations members
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subcultures
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minicultures within an organization, defined by department
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core values
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primary and dominant values that are accepted throughout the organization
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strong culture
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culture in which the core values are intensivesly held and widely shared/low turnover, hepls managers make desicisiona and committments
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culture vs. formalization
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strong culture increases behavioral consistency and can act as a substitute for formalization
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organization culture vs. nature culture
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national culture has a greater impact on emplyees than does their organizations culture
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Strong vs. weak culture
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size
age intensity employee turnover |
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culture function
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defines the boundary between one organization and others
conveys a sense of identity for its members facilitates generation enhances stability of social system serves as sense making and control mechanism |
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culture as a liability
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barrier to change
barrier to diversity barrier to acquisitions and mergers |
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cultures orginate
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founder to top management then out to organization culture
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institutionalization
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when an organization takes on life of its own from any memebers
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learning the culture
(transmitting) |
through stories
rituals material symbols language |
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socialization
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empoyees become adapted to culture
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stages in socialization
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prearrival
encounter metamophosis-change people |
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characteristics in culture
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innovation and risk taking
attention outcome orientation people orientation team orientation agressiveness stability |
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who makes high ethical standards
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top management
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change
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making things different
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planned change
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activites that are intentional and goal oriented
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change agents
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persons who act as a catalyzt and assume the responsibility for managing the change activities
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goals of change
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improving environment
improving group behavior |
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Forces
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nature of the workforce
technology economic social tends world politics |
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types of change agents
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managers- internal
non managers- change guy outside consultants-change implementation experts |
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Lewins 3 steps to change
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unfreezing
changing refreezing |
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unfreezing
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break up power groups
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changing
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change it up
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refreezing
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put it back together and stabalize the change
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Driving forces
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pushing change
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restraining forces
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done want change
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resistant to change
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can be positive b/c it helps redeict behavior
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road to cultural change
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analyze culture
show that change is needed appoint new ledership |
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Why people are resistant to change
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threat to established recourse allocations
strucural inertia limited focus of change group inertia treat to expertise threat to estab power relationships threat to establish resource alocations |
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Conflict to change
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indiviudal
habit security organizational threats |
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managers tactics
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education and communication
negotiate co-optation manipulation force coesion threats |
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outsider consultant
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more objective, done have to ive with reprocussions willing to take more risk
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changes
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interest rates, stock, technologoy
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action research
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change process, systematically collects data
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benefit of action research
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focuses on the problem
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sensitivity training
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introducing diversity
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process consultation
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bring in consultants to see and understand process
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apreciative inquirey
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identify unique qualities and special strengths of an organization which can be built on to improve performance
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Implicit and deferred change
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loss of employee loyalty and motivation
increaed errors or mistakes increaed absenteeism |
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Development techniques
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survey feedback
sensitivity training process consultation team building intergroup deveopment |
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Organizational development
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collection of planed interventions
1) resprct for people 2) trust 3) power equality 4)confrontations 5)participation |
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Stress
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dynamic coalition in which an individual is confronted with an opportunity, constraitn or demand related to what he or she desires for which the outcome is percieved to be both uncertain and immportant
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Involved with
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opportunity
demands constraints |
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Constraints
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forces that prevent individuals from dong what they desire
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Demands
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loss of something desired
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Environmental factors in stress
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uncertainty in business cycle
political systems technology terrorism |
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organizational factors
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task demands
role demands interpersonal demands organizational strucure organizational leadership organizations life stage |
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individual factors
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family and personal relationships
economic problems personal problems |
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individual differences
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perceptual variations
job expericne social support interal locust of control self efficacy |
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consequences of stress
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physiological
phycological behavioral |
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physiological
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headaches
blood pressure |
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phycological
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anxiety
tension boredom dissatisfaction |
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bahavioral
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absenteeism
eat less or more changes in productivity job turnover |
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inverted U
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relationship between stress and job performance
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Individual stress management
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time management
physical exersize relaxations expand social network |
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organization approaches
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improved personnel selection
training realistic goad setting redesign a job increased employee envovlement immproved organizational comunication employee sabaticals |
