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34 Cards in this Set
- Front
- Back
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Organizational technology |
the tools, techniques, machines, and actions used to transform organizational inputs into outputs
Raw materials enter, employees act on materials, materials are transformed into products/services |
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Three levels of technology in an organization |
Overall technology (ex. manufacturing vs. service)
Departmental (ex. interdependence)
Job level |
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Scientific Management |
Breaks down jobs into smaller and smaller units |
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What was the outcome of Woodward's study? |
Found that companies could be organized according to technical complexity |
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Technical complexity |
The extent of mechanization of the manufacturing process |
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Describe the three groups of Woodward's Classification System |
Low to High Technical Complexity
Group 1: Small batch and unit production (small, complex orders, stages) Group 2: Large batch and mass production (assembly line, mix of human/tech, large amts) Group 3: Continuous-process production (continuous flow of production, high tech, liquids) |
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What conclusions were made from Woodward's study? |
Strategy, structure, and technology need to be aligned
Re-alignment may be necessary when the environmental conditions change |
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CIM |
Computer Integrated Manufacturing: integrates components that had previously stood alone |
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The three subcomponents of CIM |
Computer aided design (CAD)
Computer aided manufacturing (CAM)
Integrated Information Network |
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Key aspects of CIM |
Mass customization which allows for economies of scale and customized products (called computer aided craftsmanship)
Compared to traditional manufacturing, CIM is a more organic structure, requiring more teamwork and HR skills |
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Sociotechnical Systems Model |
interaction of technical and human needs in effective job design, combining the needs of people with the organization's need for technical efficiency |
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Human elements of sociotechnical system (6) |
Individual and team behaviours
Organizational/team culture
Management practices
Leadership Style
Degree of communication openness
Individual needs and desires |
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Technical elements of sociotechnical system (6) |
Type of production technology (woodward)
Level of interdependence (pooled etc)
Physical work setting
Complexity of production process (variety/analyzability)
Nature of raw materials
Time pressure |
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goal of sociotechnical system |
joint optimization |
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Successful joint optimization occurs... |
when social and technical systems are designed to fit the needs of one another |
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Three areas that a design of joint optimization will enhance |
Work roles, tasks, workflow
Goals and Values
Skills and abilities |
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Service Technology |
technology characterized by simultaneous production and consumption, customized output, customer participation, intangible output, and being labour intensive
recognize that service organizations are the key drivers of the economy |
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Manufacturing Technology |
tangible, little customer interaction, human less important, longer response time, location of site can be important |
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Examples of Product & Service organizations |
Fast-food outlets Cosmetics Real Estate Stockbrokers Retail Stores |
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Aspects of service structure vs. product structure |
Service has:
few separate boundary roles high geographical dispersion Decentralized decision making Low formalization
Product:
Many separate boundary roles Little geographical dispersion Centralized Decision Making High formalization |
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Aspects of service HR vs. product HR |
Service:
Higher skill levels Emphasize interpersonal skill
Product:
Lower skill Emphasize technical skill |
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Two dimensions of departmental technology |
Variety
Analyzability |
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Variety
Analyzability |
number of exceptions in the work (ex. five star restaurant vs. McDonalds)
degree to which work can be broker down to mechanical steps (car assembly vs. violin manufacturing) |
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Four corners of departmental technologies |
Craft: fine goods
Non-routine: research
Routine: clerical
Engineering: tax accounting |
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High analyzability |
Routine and engineering |
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Low analyzability |
Craft and Non-routine |
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Low variety |
Craft and routine |
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High Variety |
Non-routine and Engineering |
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Four characteristics of departmental design |
Formalization
Decentralization
Worker skill level
Communication & coordination |
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Interdependence within departments |
degree to which departments depend on each other for resources or materials to accomplish their tasks |
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Three types of interdependence from highest to lowest |
Reciprocal, sequential, pooled |
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Aspects of pooled interdependence |
Mediating departments between clients and organization
Standardized, divisional structure
Low priority for units to be close |
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Aspects of sequential interdependence |
Long-linked technology, stages of production
Plans, schedules, ex. for coodination is task forces
Medium priority for units to be close |
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Aspects of reciprocal interdependence |
Intensive technologies, variety of p&s
Horizontal structure for coordination
High priority for units to be close |
