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12 Cards in this Set
- Front
- Back
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6 structural elements |
1) differentiation (departnentation) 2) span of control (tall vs flat) 3) job specialization (vertical vs horizontal) 4) centralization vs decentralization 5) integration (coordinating divided labour) 6) formalization (how defined are the roles) |
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Perrows routineness |
The extent to which problems affect the task of converting inputs to outputs. Less routine = more organically structures |
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Interdependence |
Extend to which organizational subunits depend on each other for resources Pooled interdependence - subunits are dependent on eachother for pooled resources, but otherwise independent Sequential interdependence - subunits dependent on the resources fenerated by units that precede them in a sequence of work Reciprocal interdependence - organizational subunits engage in considerable interplay and mutual feedback to accomplish a task |
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Woodwards production processes |
Unit - production of single units or small batches. Organic Mass - production of large batches or mass production. Mechanistic Continuous - input transformed as an ongoing process. Organic |
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Vertical integration |
Formally taking control of sources of organizational supply and distribution |
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Mergers and acquisitions |
Actions taken to merge with other organizations to reduce uncertainty and dependency |
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Strategic alliance |
Actively cooperative relationships between legally seperate organizations |
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Interlocking directorates |
When one person serves on two or more boards of directors |
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Establishing legitimacy |
Appearance of being strategically correct |
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6 components of the external environment |
Economy Customers Suppliers Competitors Social/economic factors Technology |
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What makes an organizations environment uncertain? |
Rate of change (dynamic vs static) Complexity (simple vs. Complex) Simple/static -- stable/complex -- simple/dynamic -- dynamic/complex |
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Ways of coordinating divided labour |
-direct supervision -standardization of work processes -standardization of outputs -standardization of skills -mutual adjustment -liaison roles -task forces -integrators |
