Ism 5014 - Chp 3

Front 1

- unobservable since they reflect organizational
values that have become so taken for granted that they guide organizational
behavior without any of the group members thinking about them.

Back 1

Assumptions

Front 2

perceptions that people hold about how things are done
in their community.

Back 2

Beliefs

Front 3

– a set of “shared values and beliefs” that a group holds
and that determines how the group perceives, thinks about, and
appropriately reacts to its various environments.

Back 3

Culture

Front 4

indicate who in the organization has the
responsibility to initiate, supply information for, approve, implement, and
control various types of decisions.

Back 4

Decision right

Front 5

the values and norms that are actually
exhibited or displayed in employee behavior.

Back 5

Enacted values

Front 6

explicitly stated preferred organizational
values.

Back 6

Espoused values

Front 7

has less well-defined chain of
command.

Back 7

Flat organization structure

Front 8

an organizational form
based on the concepts of division of labor, specialization, spans of control,
and unity of command.

Back 8

Hierarchical organization structure

Front 9

characteristically feel
flat and hierarchical at the same time.

Back 9

Networked organization structure

Front 10

- workers are assigned to two
or more supervisors in an effort to make sure multiple dimensions of
the business are integrated.

Back 10

Matrix organization structure

Front 11

physical manifestations such as
traditional dress, symbols in art, acronyms, awards, myths and stories told
about the group, rituals, and ceremonies and so on

Back 11

Observable artifacts

Front 12

includes the organization’s design,
as well as the managerial choices that define, set up, coordinate, and
control its work processes.

Back 12

Organizational strategy

Front 13

reflect the community’s aspirations about the way
things should be done

Back 13

Value

Front 14

move from a cost based to a relationship based structure.
Managers had to interact with customers and developers in different locations.

Back 14

Cognizant Technology Solutions

Front 15

the largest outsourcing company and software exporter in India, chose a different organization structure designed to focus on customers and boost revenue growth.

Back 15

Tata Consultancy Services (TCS),

Front 16

Includes the organization’s ________________, as well as the managerial choices that define, set up, coordinate, and control its ____________ _____________.
Optimized organizational design and _________________ __________ ______________ support optimal business processes which reflect the firm’s values and culture.

Back 16

design

work processes

management control systems

Front 17

What are the three types of managerial levers?

Back 17

Three types are: organizational, control, cultural.

Front 18

Culture impacts IS and organizational performance.
IS in the organization’s physical structure is designed to facilitate the _________________ and _________________ necessary to accomplish the organization’s goals.

Back 18

communication and work processes

Front 19

focus on making sure that decision rights are properly allocated.

Back 19

Organizational design

Front 20

Who in the organization has the responsibility to initiate, supply information, approve, implement, and control various types of decisions.

Back 20

decision rights

Front 21

is the way of designing an organization so that decision rights are correctly allocated.

Back 21

Organization structure

Front 22

Traditional organizations are

Back 22

hierarchical, flat or matrix.

Front 23

The ________________ structure is a newer organizational form.

Back 23

networked

Front 24

Who developed the bureaucracy model?

Back 24

Max Weber

Front 25

- an organizational form based on the concepts of division of labor, specialization, spans of control, and unity of command.
Key decisions are made at the top and filter down through the organization.
Middle managers do the primary information processing and communication.

Back 25

Hierarchical organization structure

Front 26

each person has a single supervisor, who in turn has a supervisor.

Back 26

Unity of command

Front 27

___________ are established to handle the routine work performed by employees of the organization. Workers turn to rules for guidance, or to the supervisor.
Key decisions are made at the top and filter down through the organization in a ______________ fashion.

Back 27

Rules,
Centralized

'Hierarchical Organizational Structure '

Front 28

Horizontal, less well-defined.
Fewer employees,
Respond quickly to dynamic, uncertain environments.
Appropriate for entrepreneurial and smaller organizations.
Teamwork is important to increase flexibility and innovation.
Decision rights may not be clearly defined, often decentralized.
IS is utilized to off-load certain routine work.

avoid hiring additional workers

intra-firm communications

Back 28

Flat Organization Structure

Front 29

organized into small work groups

integrated regionally and nationally/globally.

Each supervisor directs a different aspect of the employee’s work.

Managers are flooded with more information than they can process.
Decision rights are shared between the managers.

Appropriate for complex decision making and dynamic and uncertain environments.

IS reduces operating complexities and expenses by allowing information to be easily shared among different managerial functions

Back 29

Matrix Organization Structure

Front 30

Feel flat and hierarchical at the same time.

unstable environments

Highly decentralized decision rights.
Utilize distributed information and communication systems

Employees share their knowledge and experience, and participate in making key organizational decisions.

Back 30

Networked Organization Structure

Front 31

Data are gathered and stored in centralized data warehouses for use in analysis and decision making.

Extensive use of communication technologies and networks

Back 31

Networked Organization Structure  and IS

Front 32

- technology enables individuals from all parts of the organization to reach all other parts of the organization

Back 32

Technological leveling

Front 33

Working on a project.
Job rotation program
Call upon their past co-workers when a situation arises

Back 33

informal relationships : are designed by management

Front 34

are formed throughout an organization :
Work proximity
Shared interest
Family ties
Politics crossing organizational boundaries.

Back 34

Unintended networks

Front 35

There are 2 types of networks in IS......

Back 35

Informal Networks and social networks

Front 36

Computer and information technologies facilitate collaboration across distances, social networks and virtual communities are formed.

Back 36

Social Network

Front 37

Concerned with how planning is performed in organizations and how people and processes are monitored, evaluated, and compensated or rewarded.
Senior leaders ensure the things that are supposed to happen actually happen.

Back 37

IS and Management Control

Front 38

IS plays three important roles in management control processes:
Data collection, Evaluation, and Communication.

Back 38

Data collection, Evaluation, and Communication.

Front 39

Number of keystrokes.
Precise time spent on a task.
Exactly who was contacted.
Specific data that passed through the process.

Back 39

How IS makes it possible to collect data.

Front 40

Monitor “cyberslacking” and “cyberslouching.”
Monitoring is ethical and in the best interest of business.
Employees must be informed about monitoring software.

Back 40

Monitoring and Performance Software

Front 41

- analyzing too much or too long

Back 41

Analysis paralysis

Front 42

Many companies do this to allow the individual’s supervisors, subordinates, and coworkers all provide input.

Back 42

“360-degree” feedback,

Front 43

Enables organizations to encourage good performance.
Done properly, can make employees feel good without paying them more money.
Organizations use their Web sites to recognize high performers.

consider both the metrics and qualitative data in assigning compensation and rewards.

Back 43

Incentives and Rewards and IT

Front 44

is a “collective programming of the mind” that distinguishes not only societies (or nations) but also industries professions, and organizations.

Back 44

Culture

Front 45

are the perceptions that people hold about how things are done in their community.

Back 45

Belief

Front 46

Hofstede originally identified four major dimensions of national culture:
What are they?

Back 46

Power distance

Uncertainty Avoidance

Individualism-collectivism

Masculinity-femininity

Confusian Work Dynamism (a new dimension) or “short-term vs. long-term orientation”.

Front 47

research program uncovered nine cultural dimensions, six of which have their origins in Hofstede’s pioneering work

Back 47

The GLOBE (Global Leadership and Organizational Behavior Effectiveness)

Front 48

Being trustworthy Just and honest.
Having foresight and planning ahead.
Being positive, dynamic encouraging, and motivational.
Being communicative and informed

Back 48

leadership traits seen as universally acceptable across cultures:

Front 49

means listening, framing the message in a way that is understandable to the receiver, and responding to feedback.

Back 49

Effective communication

Front 50

involves searching for an integrated solution that can be accepted and implemented by members of diverse cultures.

Back 50

cross-cultural communication