Com 440 (Final Exam)

Front 1

POOLED?

Back 1

Work enters above each unit A. B. and C. and leaves below each unit A. B. and C. (like an assembly low line, but there are experts in certain areas, and you share info between each other. You pool knowledge.)

Front 2

SEQUENTIAL?

Back 2

Work enters unit A and then goes through units B. and C. and then exits unit C. (assembly line, you do your work and it passes on, no talk between people)

Front 3

RECIPROCAL?

Back 3

Work enters unit A and it goes all the way around and through each unit then it exits unit B. (you’re interactive, a team project, lots of back and forth)

Front 4

TEAM?

Back 4

Work enters and then it exits after everyone has connected and communicating.

Front 5

Every organization has ____, plans, vertical communication, horizontal communication, ____, and ______.

Back 5

Rules, unscheduled meetings, and scheduled meetings.

Front 6

__________ channels have the same amount of ____________.

Back 6

Vertical communication,unit task nonroutineness

Front 7

An increase in task nonroutineness is positively associated with increases in______? (3)

Back 7

work unit horizontal communication, unscheduled meetings, scheduled meetings

Front 8

Increases in task uncertainty result in? (2)

Back 8

decreases in the total volume of vertical unit task communication

increases in the total volume of horizontal unit task communication

Front 9

Increases in task routineness are positively related to? (2)

Back 9

increases managers' structuring activities;

increases managers' directiveness

Front 10

while job characteristics influence a person's attitudes,______ has a stronger influence on employee's attitudes

Back 10

technology

Front 11

The relationship between job characteristics and employee attitudes is mediated by?

Back 11

the unit's technology

Front 12

(protecting the technical core) Routineness

Back 12

coding, forecasting

Front 13

(protecting the technical core) Rationing

Back 13

stockpilling

Front 14

(protecting the technical core) Buffering

Back 14

Acts of reducing uncertainty for the technical core

Front 15

(protecting the technical core) Smoothing

Back 15

acts to reduce fluctuations in input and output environments

Front 16

Units appear to seal off the technical core most frequently by?

Back 16

Buffering, rountiness

Front 17

External Environments

Back 17

All elements existing outside the boundary of the organization that have the potential to affect all or part of the organization.

Front 18

Organization’s Domain

Back 18

The set of environment elements that the organization seeks to interact with or had to interact with to accomplish organizational goals.

Front 19

Sectors

Back 19

Subdivisions of the external environment that contains similar elements

Front 20

Company Domains? (possible 9)

Back 20

industry, government, technology, human resources, market, socio-cultural, economic conditions, raw material, financial resources.

Front 21

Four Environment Model and dimensions (hint: PR, PC, DR, TMC)

Back 21

I) placid -- random
II) placid -- clustered
III) disturbed -- reactive
IV) Turbulent -- Mutual causal

Front 22

Type I environment

Back 22

low degree of movement

Front 23

Type II environment

Back 23

suppliers and buyers are organized and present potentially powerful coalitions

specific day-by-day operations are subordinate to a master (strategic) plan

Front 24

Type III environment

Back 24

fate of organization is linked to a number of similar organizations (oligopoly)

focus on sequential actions designed to draw off the competition

horizontally integrate or acquire similar competing organizations

Front 25

Type IV environment

Back 25

direct on extraordinarily high amounts of resources to boundary spanning activity

changes in internal organizational structure are largely induced by the external environment

Front 26

1st order environment?

Back 26

Customer (L12) – (X) Focal Organization (L11) – Supplier (L21)

Front 27

2nd order environment?

Back 27

all other suppliers and customers

Front 28

Executive need to identify? (5)

Back 28

the key factors affecting their organization's performance

Front 29

Tung’s research examined? (3)

Back 29

organizational events
magnitude of impact
internal or external sources

Front 30

Tung’s research derived scores for? (4)

Back 30

uncertainty
mechanistic or organic structure
long-term/short-term perspective in planning
frequency of changes to plans

Front 31

The best predictor of perceived environmental uncertainty?

Back 31

change rate

Front 32

The best predictor of mechanistic or organic structure?

Back 32

complexity

Front 33

The best predictor of the frequency of changes to plans?

Back 33

complexity

Front 34

Complexity?

Back 34

the number of different organizationally relevant attributes or components in the environments.

Front 35

Routineness?

Back 35

the extent to which relations with important environmental components are formalized and reactions to changes in these external components are programmed in advance.

Front 36

Interconnectedness?

Back 36

events or components of the external environments are organized or interrelated.

Front 37

Remoteness?

Back 37

whether a link is indirect or direct between the organization and the environmental component

Front 38

Change Rate?

Back 38

tells how much change or how quickly environmental conditions change

Front 39

Unpredictability of Change?

Back 39

degree of instability or no-pattern variability associated with change.

Front 40

Resource Scarcity?

Back 40

elements for the input environment are lean in areas of needed resources

Front 41

Output Reception?

Back 41

the extent to which elements of the output environment are receptive to the organization’s outputs including products, byproducts, and wastes

Front 42

Domain Choice Flexibility?

Back 42

the extent to which an organization is free to alter its domain (both inputs and outputs)

Front 43

Plastics

Back 43

High: environmental uncertainty, actual differentiation, and actual integration

Integration Using: teams, roles, departments, hierarchy, plans, and procedures

Influence is: evenly distributed and integrating units has the great impact

(22% integrating)

Front 44

Foods

Back 44

High: actual integration

Moderate: environmental uncertainty and actual differentiation

Integration Using: roles, hierarchy, plans, and procedures

Influences: evenly distributed, sales & research have the great impact

(17% integrating)

Front 45

Container

Back 45

High: actual integrations

Low: environmental uncertainty and actual differentiation

Integration Using: hierarchy, plans, and procedures

Influences: The top workers are high and bottom workers are low, sales have the greatest impact

(0% integrating)

Front 46

it is critical to locate integrators between?

Back 46

Sales & research

Production & research units

Front 47

The influence of integrators must be based on?

Back 47

Technical competence

Front 48

Rewards?

Back 48

must be related to the total performance of the integrating units.

Front 49

Degree of integrator

Back 49

influence throughout the organization is a critical factor.

Front 50

The Integrator Influence?

Back 50

finding the requisite level of innovation is key

Front 51

Conflict Resolution Modes?

Back 51

High Performance organizations use confrontation modes

Poor Performance organizations use smoothing modes

Front 52

Conflict Management Modes (Confrontation)

Back 52

joint problem solving or discussing issues until they are done

Front 53

Conflict Management Modes (Forcing)

Back 53

pressuring/compelling others until they comply

Front 54

Conflict Management Modes (Smoothing)

Back 54

pacifying members or acquiescing to their demands

Front 55

The most effective organizations make use of _______ and ________.

Back 55

High differentiation, high integration

Front 56

Organizational Life Cycle

Back 56

An imprecise biological metaphor to describe the birth, growth, and death of organizations

Front 57

Population Ecology

Back 57

Emphasizes markets chosen and structures established at birth and the match of these features to changes in the external environment.

Front 58

Org life cycle (real biz facts)

Back 58

25% of businesses don’t survive the first year

Only 54% of businesses survive 1.5 years

Only 19% have the same owner/survive 10 years

Only 9% survive 20 years

Only 5% survive 30 years

Only 2% survive 50 years

Front 59

Emergent stage

Back 59

*Establishment of mission by founder
*Preparation for incorporation
*Recruitment of members
*Initial start up activities leading to one creation of a “product” or one product line

Front 60

Adolescence stage

Back 60

*Physical features: one or more product lines, $1 million in assets or debts, and/or 30 or more employees

*Greater than 15% sales growth

*Institutionalization of organizational values, structures, and procedures

*Securing of broader base of clients and financing

Front 61

Mature stage

Back 61

*Less than 15% sales growth per year

*Emphasis on diversification and sustained growth

*Leveraging of survival through ties to product suppliers and recipients

Front 62

Decline stage

Back 62

*Firms net growth less than national GNP for a four year period

*Solvency (financial and mission) questions

*Loss of products and product lines to competitors or obsolesce

Front 63

Institutionalization

Back 63

process whereby new norms, values, and structures become incorporated with in the framework of existing patterns of norms, values, and structures

Front 64

Paradox of success

Back 64

factors critical to early success lead to failure during institutionalization

Front 65

Emergent stage (characteristics)

Back 65

-focus on product development
-coordination is informal, decentralized, and loosely-coupled
-pursuit of niche strategies
-power concentrated with owner-manager or partners
-decision-making style: high risk taking, intuitive, use of integrators, face-to-face dissemination

Front 66

Adolescent stage (characteristics)

Back 66

-focus on maintaining production and the organization
-coordination reflects formalization, centralization, and standardization
-horizontal integration of markets
-power to shareholders, but modal technology determines resource sharing
-decision-making style: low risk taking, analytical, use of reporting mechanisms, little face-to-face dissemination

Front 67

Ideology

Back 67

a set of interconnected beliefs that function in a person epistemically and shape how he views the world

Front 68

Organization Ideology

Back 68

1. intelligent answer
2. population wants a higher life
3. combines logic and emotion
4. gives nobility and force to a cause
5. units different segments of the populous

Front 69

(Quinn & Cameron) determinants of effectiveness?

Back 69

Internal v. external focus

flexibility v. control

ends v. means

Front 70

(Quinn & Cameron) emphases in the Entrepreneurial Stage

Back 70

Open sytems criteria

Flexiblilty and growth

Resource acquisition and external support

Front 71

(Quinn & Cameron) emphases in the Collectivity Stage

Back 71

Human relations criteria

Internal communication and cooperation

Leadership and member commitment

Front 72

(Quinn & Cameron) emphases in the Formalization and Control Stage

Back 72

Rational goal model criteria

Organizational stability

Production efficiency and rules and procedures

Front 73

(Quinn & Cameron) emphases in the Elaboration of Structure Stage

Back 73

Open Systems Criteria

Decentralization

Balance of integration & differentation

Front 74

Cell Division Models

Back 74

growth is proportionate and incremental

Front 75

Metamorphosis models

Back 75

organizations grow in stages with occasional dramatic shocks and reorganizations.

Front 76

Will-o'-the-Wisp models

Back 76

growth stems from internally-driven opportunistic motivations or externally-driven product development demands.

Front 77

Decision process models

Back 77

organizations forage over their resource bases and make assumptions about relationships among units within the organization and between organizations.

Front 78

Liability of Newness

Back 78

as the “new kid on the block” new organizations cannot afford to make many mistakes due to few resources

Front 79

Defenders

Back 79

protect market share

Front 80

Prospectors

Back 80

look for new markets; eagerly exploit and make new relationships with other organizations

Front 81

Analyzers

Back 81

cautious, over analyze

Front 82

Reactors

Back 82

respond without clear, long-term plans

Front 83

Environmental impingements

Back 83

are external events (economic downturns, new competitors, changes in the market’s disposition toward a product, etc.) that eliminate product markets or capital and human resources

Front 84

R - strategists

Back 84

quick exploitation of the market

Front 85

K - strategists

Back 85

efficient exploitation of the market

Front 86

Inertia and resistance to adapting new structures and strategic orientations comes from the organization’s _____, the behavioral reinforcement of ____, & the formalization of _________.

Back 86

ideology, prior success, roles & norms

Front 87

Only a ____________breaks an organization out of its established patterns

Back 87

dramatic, major event