Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
126 Cards in this Set
- Front
- Back
|
Group
|
2+ individuals, interacting & interdependent who come together to achieve particular objective; can be either:
|
|
|
Command group
|
determined by the organizational chart – the GSM officers are part of the COM command group
|
|
|
Task group
|
people working together to finish a job – our groups in class (assigned or chosen) are examples of this
|
|
|
Interest group
|
people who affiliate to a specific objective – students banding together to lobby for all a course’s grades to be raised due to unfair midterm
|
|
|
Friendship groups
|
developed because members have common characteristics with one another - an example are students who like to go drinking to blow off steam from school (or just because they like beer)
|
|
|
Roles
|
set of expected behavior patterns-
Research says: People plays multiple roles, learn roles from stimuli around them, shift roles rapidly when the situation demands, experience major role conflict between roles |
|
|
Team Roles
|
- Creator-Innovators: Initiate creative ideas
- Explorer-Promoters: Champion ideas after they’re initiated - Assessor-Developers: Analyze decision options - Thruster-Organizers: Provide Structure - Concluder-Producers: Provide direction and follow through - Controller-Inspectors: Check for Details - Upholder-Maintainers: Fight external battles - Reporter-Advisers: Seek full information - Linkers: Coordinate and intergrate |
|
|
Norms
|
acceptable standards of behavior that are adopted and shared by group members
|
|
|
Hawthorne Studies
|
group standards influence worker behaviors and are effective in establishing individual output
|
|
|
Asch Studies
|
of the group want to be accepted by the group – so will conform to the group’s standards
|
|
|
Status
|
socially defined position or rank – status hierarchies are created within the groups
|
|
|
Cohesivness
|
the degree that members are attracted to each other and motivated to stay in the group
|
|
|
Size
|
smaller groups are more productive; the bigger the group, the better chance of social loafing
|
|
|
Individual vs. Team Decision Making
|
Individual: More efficient, Faster, No meetings, No discussions, Clear accountability, Consistent values
Group: More effective, More information and knowledge, Diversity of views, Higher-quality decisions, Increased acceptance |
|
|
Reasons Teams are Popular
|
- Outperform on tasks requiring multiple skills, judgment, and experience
- Better utilization of employee talents - More flexible and responsive to changing events - Facilitate employee participation in operating decisions - Effective in democratizing the organization and increasing employee motivation |
|
|
Four Types of Team
|
Problem-Solving, Self-Managed, Cross-Functional, Virtual
|
|
|
Problem-Solving Teams
|
• Members share ideas or offer suggestions on how work processes and methods can be improved
• Rarely given authority to unilaterally implement any of their suggested actions • Typically composed of 5-12 hourly employees from the same department |
|
|
Self-Managed Work Teams
|
• Generally composed of 10-15 people
• Perform highly related or interdependent jobs • Select their own members and evaluate each other’s performance • There can be problems when a company is downsizing (they manage to their benefit). • Members on these teams have higher job satisfaction, but also have higher rates of absenteeism and turnover. |
|
|
Cross-Functional Teams
|
• Members from diverse areas within and between organizations (usually same level)
• Very effective in developing new ideas or solving problems • Development is time-consuming due to complexity and diversity |
|
|
Virtual Teams
|
• Physically dispersed members tied together through computer technology to achieve a common goal
• Different from other teams in: Absence of para-verbal and non-verbal cues, Limited social context, Ability to overcome time and space constraints |
|
|
Effectiveness of Team
|
Objective measures of the team’s productivity
- Manager’s ratings of team performance - Aggregate measures of member satisfaction |
|
|
4 Key components to team effectiveness
|
• Work Design – Autonomy, Skill variety, Task identity, Task significance
• Composition – Ability, Personality, Roles and diversity, Size, Flexibility, Preference for teamwork • Context – Adequate resources, Leadership, Performance evaluation and rewards • Process – Common purpose, Specific goals, Team efficacy, Conflict, Social loafing |
|
|
Greatest Challenge When Shaping Team Players
|
culture is highly individualistic, Put into orgs that historically value individual achievement
|
|
|
Least challenging when shaping team players
|
Where employees have strong collectivist values (Japan / Mexico), In new orgs that use teams as their initial
form for structuring work |
|
|
Shaping Team players
|
Selection - Ensure that candidates can fulfill their team roles in addition to having the technical skills required for the job
Training - Workshops in problem-solving, communication, negotiation, conflict-management, coaching, & group-development skills Rewards - Rework reward systems to encourage cooperative efforts rather than competitive ones |
|
|
Communication
|
The exchange of information
4 functions: control, motivation, emotional expression, information |
|
|
Effective Communication
|
Adds the transmittal of meaning
|
|
|
Communication Process
|
Sender-->Enconding --> Medium --> Decoding --> Recipient (Noise can interfere at any step, there is Feedback throughout)
Words like: Often, Always, Sometimes, Never, Rarely, Usually have different meanings to different people |
|
|
Barriers to Effective Communication
|
Filtering—something the encoder or decoder has in place. You filter what you’re telling the listener.
Selective Perception—The receiver chooses how they hear things. Info Overload—Too much information in too little time. People just shut down with too much info. Gender styles—Men and women communicate for different purposes. Women communicate to make connections. Men communicate to show dominance. Emotions—They play a role in how you perceive info and how you project it. Language—Old people and young people don’t speak the same language. |
|
|
Communication Implications to Managers
|
• Use Multiple Channels
• Use Feedback • Simplify Language • Listen Actively • Constrain Emotions |
|
|
Leadership
|
Ability to influence a group toward the achievement of goals. The source of influence may be formal, provided by managerial rank in an organization, or Non-sanctioned, from outside of the formal structure of the organization.
|
|
|
Trait Theories on Leadership
|
Assume that leaders are born. Certain characteristics differentiate leaders from non-leaders. These characteristics provide the basis of selecting the right person for leadership. These traits are:
Drive and ambition, Desire to lead and influence others, Honesty and integrity, Self-confidence, Intelligence, In-depth technical knowledge |
|
|
Behavioral Theories on Leadership
|
Assume people can be trained to lead. Provides design basis of training programs. Behaviors of specific leaders were researched.
|
|
|
Ohio State Study
|
Tried to identify independent dimensions of leader behavior. 2 categories of leadership behavior:
• Initiating structure - attempts to organize work, work relationships, and goals • Consideration - concern for followers’ comfort, well-being, status, and satisfaction |
|
|
University of Michigan Study
|
Found leaders’ behavioral characteristics that appear related to performance effectiveness measures.
Two dimensions: • Employee-oriented - emphasize interpersonal relations • Production-oriented - emphasize the technical or task aspects of the job |
|
|
Fiedler Leadership Model
|
Proper match of leader’s style of interacting with subordinates. There are 3 situational factors:
• Leader-member relations: Degree of confidence, trust and respect subordinates have for their leader • Task structure: Degree to which the job assignments of subordinates are structured or unstructured. • Position power: Degree of influence a leader has over power variables like hiring, firing, discipline, promotions and raises. (Best situation is good leader-member relations, high task structure and strong position of power.) |
|
|
Path-Goal Model
|
- Leader assists followers in attaining goals and ensures goals are compatible with overall objectives of org.
3 factors determine Outcomes (Performance & Satisfaction): • Environmental contingency factors - Task structure, Formal authority system, Work group • Leader behavior – Directive, Supportive, Participative, Achievement oriented • Subordinate contingency factors - Locus of control, Experience, Perceived ability (Leader behaviors should compliment the contingency factors <environmental and subordinate>. The leader will be ineffective if they are redundant with environmental structure or incongruent with subordinate characteristics.) |
|
|
Least-Preferred Co-Worker Model
|
Individual’s basic leadership style is key in leadership success. That style is fixed (Relationship-oriented or Task-oriented). Leader must be matched with the situation.
|
|
|
Leader Membership Exchange Theory (LMX)
|
Leaders establish a special relationship with a small group of followers.
There are 2 groups: • In-Group – Trusted by the leader, Get more of leader’s time, More likely to receive special privileges • Out-Group - Less of the leader’s time, Fewer of leader’s preferred rewards, Leader relations based on formal authority |
|
|
Transactional Leaders
|
lead through clarifying role and task requirements and lead in the direction of goals.
|
|
|
Transformational Leaders
|
inspire others to transcend their own self interests for the good of the organization (Charismatic Leaders)
Characteristics that differentiate transformational or charismatic leaders • Self-confidence • A vision • Strong convictions in that vision • Extraordinary behavior • Image as a change agent |
|
|
Visionary Leadership
|
Ability to create and articulate a realistic, credible, attractive vision of the future for an org. This vision can stimulate the organization to apply its skills, talents, and resources to make it happen.
3 Qualities related to visionary leadership effectiveness: • Explains the vision to others • Expresses the vision verbally and through the leader’s behavior • Extends the vision to different leadership contexts |
|
|
Power
|
The ability to influence others, as well as the ability to resist the influence attempts of others
|
|
|
Influence
|
Process through which people successfully persuade others to follow their advice, suggestions, or orders
|
|
|
Sources of Personal Power
|
Reward, Coercive, Referent, Expert, Legitimate
|
|
|
How others respond to power
|
• Compliance - Conformity based on desire to gain rewards or avoid punishment-continues as long as possibilities are present
• Identification - Conformity based on attractiveness of influencer-continues while relationship w/ influencer is maintained • Internalization - Conformity based on the intrinsic satisfaction of adopted attitudes/behaviors-continues as long as satisfaction continues |
|
|
Sources of Organizational Power
|
Substitutability, Control & access to information, Control & access to resources, Control over other sources of uncertainty
|
|
|
Influence Tactics
|
Org. & societal culture influence appropriateness of each influence tactic. Tactics run along a continuum of force – degree of force should match demands of situation.
Rational persuasion, Inspirational appeals, Consultation, Ingratiation, Personal appeals, Exchange, Coalition tactics, Legitimating tactics, Pressure |
|
|
Influence Styles
|
Assertive persuasion, Reward and punishment, Participation and trust, Common vision
|
|
|
Political Behavior
|
Activities not required as part of one’s formal role in the org., but that do or attempt to influence the advantages and disadvantages within the organization.
|
|
|
Individual Factors that contribute to political behavior
|
• Authoritarian
• High-risk propensity • Internal locus of control • High need for power • Autonomy • Security • Status |
|
|
Organizational factors contributing to political behavior
|
• Low trust
• Role ambiguity • Unclear performance evaluation systems • Zero-sum reward allocation practices • Democratic decision making • High pressures for performance |
|
|
Conflict
|
Process where effort is purposely made by A to offset efforts of B by some form of blocking that will result in frustrating B in furthering his goals or interests.
|
|
|
Transitions in Conflict Thought
|
-The Traditional View-Conflict is bad; synonymous with violence, destruction, and irrationality
-The Human Relations View-Conflict is natural and inevitable; accept it -The Interactionist View-Conflict should be encouraged; keeps the group alive, self-critical, and creative |
|
|
5 types of conflict
|
-Functional Conflict: Supports the goals of the group and improves its performance
-Dysfunctional Conflict: Hinders group performance -Task Conflict: Low to moderate levels of conflict are functional -Relationship Conflict: Almost always dysfunctional -Process Conflict: Low levels are functional |
|
|
Conflict process
|
-Stage 1: Potential opposition
(Antecedent conditions:) Communication, Structure, Personal variables -Stage 2: Cognition & personalization: Perceived conflict, Felt conflict -Stage 3: Behavior: Overt conflict – Influenced by (Conflict-handling behaviors:) competition, collaboration, accommodation, avoidance, compromise -Stage 4: Outcomes: Increased group performance OR Decreased group performance |
|
|
Methods for handling conflict
|
-Avoid: Trivial issues, Little chance of satisfaction, Disruption outweighs benefits, Gain perspective, Gathering information, Resolve by others, Tangential or symptomatic issues
-Compete: Quick decisive action, Important issues, Unpopular actions, Vital issues, People who take advantage -Accommodate: Show reasonableness, Less important issues, Build social credits, Minimize loss, Harmony and stability, Allowing to learn from mistakes -Collaborate: Important concerns, To learn, Merge insights, Gain commitment, Work through feelings -Compromise: Important, but not worth disruption, Opponents committed to mutually exclusive goals, Achieve temporary settlement, Expedient solution, Backup approach |
|
|
Negotiation
|
Process where 2+ parties exchange goods or services and attempt to agree on the exchange rate for them. “Negotiation” & “Bargaining” are interchangeable.
|
|
|
Distributed Bargaining Characteristics
|
-Fixed amount of resources to be divided.
-Primary motivations:Win-Lose -Primary interests: opposed to eachother -focus of relationship: short-term |
|
|
Integrated Bargaining Characteristics
|
-Variable amount of resources to be divided.
-Primary motivations: Win-Win -Primary interests: convergent or congruent to eachother -focus of relationship: long-term |
|
|
Irrational Escalation of Commitment
(Decision making bias) |
Continuing a previously selected course of action
|
|
|
Mythical Fixed Pie
(Decision making bias) |
Assuming that gain must come at the expense of the other party
|
|
|
Anchoring and Adjustments
(Decision making bias) |
Anchoring judgments on irrelevant information, such as the initial offer
|
|
|
Framing Negotiations
(Decision making bias) |
Being overly affected by the way information is presented
|
|
|
Availability of information (Decision making bias)
|
Relying on readily available information while ignoring more relevant data
|
|
|
The Winners Curse
(Decision making bias) |
Assuming the opponent is inactive and failing to consider their point of view
|
|
|
Overconfidence
(Decision making bias) |
Combining biases to inflate confidence in one’s own judgment or choices
|
|
|
Organizational Structure
|
How tasks and jobs are divided, grouped, and coordinated. (balancing differentiation and coordination)
|
|
|
Key elements of organizational Structure
|
Specialization, Departmentalization, Chain of command, Span of control, Centralization, Formalization
|
|
|
Simple Structure
(type of organizational Structure) |
Wide span of control, Low departmentalization, Informal, “flat” org. chart, Centralized decision making
• Strengths: o Simple o Fast, flexible, inexpensive, accountability easy to discern • Weaknesses: o Only suited to small organizations o As size increases, decision making speed decreases o Risky – in that one person is quite central to all activity |
|
|
Bureacracy
(type of organizational structure) |
(Standardization is key): Routine tasks through specialization, Formalized rules, Functional departmental structure, Central authority, Narrow span of control, Decision making follows chain of command
• Strengths: o Efficiency o Needs less talented/costly middle managers, due to small span of control & existence of rules to guide behavior • Weaknesses: o Sub-unit conflict, Functional goals may override org. goals o Obsessive concern with rules limits flexibility |
|
|
Common Organizational Designs
|
-Product Structure
-Functional Structure -Matrix Structure |
|
|
Matrix Structure
|
Combines strengths of product and functional structures, Breaks the unity of command principle
• Strengths: o Ability to coordinate activities across functions o Structure breaks down departmental walls and helps focus employees on organizational goals o Efficiently allocate specialists • Weaknesses: o Confusion o Power struggles o Stress for individuals within matrix |
|
|
New Organizational Structures
|
-Team structure: Teams are the central organizational device
-Virtual organization: Small core organization; outsourcing of major business functions -Boundaryless organization: Remove vertical boundaries, Minimize status & rank, Limitless spans of control, Teams replace departments |
|
|
Seven S model
|
• A retail firm competes on service. Mgrs are rewarded for meeting budget, but decisions are centralized at top of the org.
• An investment bank wants deep relationships w/ clients. Reward system based on performance of depts., but staff is technical, not interpersonally skilled. -Strategy - Actions organization takes to gain sustainable advantage -Structure - Way in which people and tasks are specialized and divided -Systems - Process and procedures used to manage -Staffing - People, their backgrounds and the way the company develops them -Skills - Distinctive competencies of the organization residing in either people or technologies -Style - Overall operating style of management -Shared Values - Guiding principles of what is important |
|
|
6 forces of change
|
Changing Nature of the Workforce, Technology, Economic Shocks, Competition, Social Trends, World Politics,
|
|
|
Change Agents
|
the persons responsible for managing change activities. They can be managers or nonmanagers, current employees of the organization, newly hired employees, or outside consultants.
Outside consultants are hired for major change efforts Advantage: They offer an objective perspective Disadvantage: Prone to initiating more drastic change because they don't have to live with the repercussions. Also, they don't understand the company's history, culture, etc. Internal staff change agents tend to be more thoughtful and cautious because they do have to live with the consequences of their actions. |
|
|
2 Similies for approaching / responding to change
|
Similie 1
Implementing change in organizations is seen as a response to a break in the status quo and is needed only in occasional situations Similie 2 Change is a natural state and managing change is a continual process. |
|
|
Calm Waters Simile
|
Lewin's three-step description of the change process:
Unfreezing of the status-quo (aka state of equilibrium), which is done in one of 3 ways: The driving forces, which direct behavior away from the status quo, can be increased. The restraining forces, which hinder movement from the existing equilibrium, can be decreased The two approaches can be combined. Changing to a new state Refreezing the new change to make it permanent. If refreezing is not implemented, the change will be short-lived and employees will revert to the previous equilibrium state This view is no longer useful in today's dynamic business environment. |
|
|
White Water Rapids Simile
|
This relates to uncertain and dynamic environments
You have to be incredibly flexible and able to respond quickly to every changing condition. Stability and predictability don't exist. Disruptions in the status quo are frequent |
|
|
Structural Inertia
|
built in mechanisms within organizations that produce stability.
The selection process systematically selects certain people in and certain people out. Training and other socialization techniques reinforce specific role requirements and skills. Formalization provides job descriptions, rules, and procedures for employees to follow. |
|
|
Limited focus of Change
|
If the organization only implements change on one subsystem (ex. technology), will not be accepted until they also change the interdependent subsystems (ex. structure/processes).
|
|
|
ways change agents can lessen resistance to change:
|
Education and communication: Communicate the logic of the change with employees to eliminate misinformation and help promote/sell the idea that there is a need for change.
Participation: Before making a change, get employees involved in the decision-making process. Disadvantage to this is it could result in a poor solution and waste time. Building Support and Commitment: Change agents can provide support in the form of counseling, training, or short paid leave of absence to help the employee have an emotional commitment to change. Selecting People Who Accept Change: Certain personalities are more open to new experiences, and better cope with organizational change. Coercion: Apply direct threats or force on the resisters (ex. threats of transfer, loss of promotion, negative performance review). Only to be used as a last resort. |
|
|
Organizational Development (OD)
|
a term used to encompass a collection of planned-change interventions built on humanistic-democratic values that seek to improve organizational effectiveness and employee well-being.
Collaboration is a key component. The following list identifies underlying values in most OD efforts: Respect for people Trust and support Power equilization Confrontation (of problems) Participation (in decision making) The following is a list of 5 interventions that change agents might consider using. |
|
|
Sensitivity Training
|
a method of changing behavior through unstructured group interaction. (aka laboratory training, encounter groups, or T-groups [training groups]).
A professional behavioral scientist guides an open group discussion, but there is no leader. People learn through observation and participation. Objectives of this method are to provide subjects with increased awareness of their own behaviors and how others perceive them, greater sensitivity to the behaviors of others, and increased understanding of group processes. |
|
|
Survey Feedback Approach
(to managing change) |
helps identify discrepancies among member perceptions, and solves these differences.
Most useful for an organizational family, which is a manager and the employees that report to this manager. All members of family complete a questionnaire relating to OB topics. Data from questionnaire is tabulated and distributed to employees, who then discuss the results of findings and identify problems. |
|
|
Process Consultation Approach
(to managing change) |
when an outside consultant is hired to assist a manager is identifying how a unit's performance can be improved. They help "to perceive, understand, and act upon process events" with which a manager must deal.
The consultant works with the client (manager) in jointly diagnosing what processes need improvement, so that the client can continue to use these analytical skills after the consultant is gone. PC is more task directed than relationship directed. |
|
|
Intergroup Development Approach
(to managing change) |
seeks to change the attitudes, stereotypes, and perceptions that groups have of each other and reduce dysfunctional conflict.
One method is for each group involved to independently create a lists of the way it perceives itself, the other group, and how it believes the other group perceives them. The groups then meet to discuss the differences in these lists. Once the source of difficulty is identified, the groups can develop solutions to improve intergroup relations. |
|
|
Appreciative Inquiry
|
rather than looking for a problem to fix, this approach seeks to identify the unique qualities and special strengths of an organization, which can then be built upon to improve performance.
The AI process consists of 4 steps: Discovery: find out what employees think are the strengths of the organization. When did they feel most satisfied? Dreaming: ask employees to envision the organization in 5 years and describe whats different. Design: employees should find a common vision of the future organization and agree on its unique qualities. Destiny: discuss how the organization is going to fulfill its dream. Write out an action plan and develop implementation strategies here. |
|
|
Stress
|
a dynamic condition in which an individual is confronted with an opportunity, demand, or resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important.
|
|
|
How to manage stress
|
Selection: make sure employees are able to do the job
Organizational communication: improve communication to reduce ambiguity Goal-setting program: clarify job responsibilities and provide clear performance objectives Job redesign: if the employee is bored or overworked, they need a job redesign Counseling: If the manager thinks its ethical to intrude in an employees personal life, they can suggest counseling. Time management program: for employees who suffer from poor planning and organization in their personal life Physical activity programs: provide exercise advice, teach relaxation techniques, show physical activities that reduce stress |
|
|
Learning Organization
|
an organization that has developed the continuous capacity to adapt and change.
Just as individuals learn, so too do organizations--some better than others. |
|
|
Single Loop learning
|
when errors are detected, the correction process relies on past routines and present policies. Most organizations use this.
|
|
|
Double Loop Learning
|
when an error is detected, it's corrected in ways that involve the modification of the organization's objectives, policies, and standard routines. Learning organizations use this.
|
|
|
Work Group
|
a group that interacts primarily to share information and to make decisions to help each member perform within his or her area of responsibility
|
|
|
Work Team
|
generates positive synergy through coordinated effort that is greater than the sum of individual efforts.
|
|
|
Cohort
|
individuals who hold a common attribute.
|
|
|
Group Process Equation
|
Potential Group Effectiveness + Process Gains - Process Losses = Actual group effectiveness
|
|
|
Team Efficacy
|
when effective teams have confidence in themselves, so they continue to be successful.
|
|
|
Vision
|
is a long-term strategy on how to attain a goal or goals
|
|
|
Attribution Theory of Leadership
|
leadership is merely an attribution that people make about other individuals.
|
|
|
Coercive Power
|
its base is dependent on fear. One reacts to this power out of fear of the negative results that might occur if one failed to comply.
|
|
|
Reward Power
|
when people comply with the wishes or directives of another because doing so produces positive benefits (rewards).
|
|
|
Expert Power
|
is influence wielded as a result of expertise, special skill, or knowledge. (Ex. Physicians).
|
|
|
Referent Power
|
is based on identification with a person who has desirable resources or personal traits. It is based on respect and admiration of others.
If I like, respect, and admire you, you can exercise power over me because I want to please you. |
|
|
Coalition
|
an informal group bound together by the active pursuit of a single issue. There is strength in numbers.
|
|
|
Defensive Behaviors
|
reactive and protective behaviors to avoid action, blame, or change
|
|
|
Conflict
|
a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.
|
|
|
Traditional View of Conflict
|
conflict was seen as a dysfunctional outcome resulting from poor communication, a lack of openness and trust among people, and the failure of managers to be responsive to the needs and aspriations of their employees.
|
|
|
Human Relations view of conflict
|
conflct is inevitable and a natural occurence in all groups, so you must accept it and realize that it may benefit a group's performance.
|
|
|
Interactionist View of Conflict
|
encourages conflict on the grounds that a harmonious, peaceful, tranquil, and cooperative group is prone to becoming static, apathetic, and nonresponsive to the needs for change and innovation.
This is not to say that all conflict is good. You would rather have functional conflict over dysfunctional conflict. |
|
|
Intentions
|
decisions to act in a given way
|
|
|
BATNA
|
Best Alternative To a Negotiatiated Agreement
-determines the lowest value acceptable to you for a negotiated agreement |
|
|
Work Specialization
|
division of labor: the degree to which activities in the organization are subdivided into separate jobs
|
|
|
Departmentalization
|
the basis by which jobs are grouped together so that common tasks can be coordinated.
|
|
|
Chain of Command
|
an unbroken line of authority that extends from the top of the organization to its lowest echelon and clarifies who reports to whom.
|
|
|
Unity of Command
|
a person should have one and only one superior to whom that person is directly responsible.
|
|
|
Span of Control
|
answers the question, how namy employees can a manager efficiently and effectively control? It determines the number of levels and managers an organization has.
|
|
|
Centralization
|
the degree to which decision making is concentrated at a single point in the organization.
|
|
|
Formalization
|
the degree to which jobs within the organization are standardized
|
|
|
bureaupathologies
|
people who are more concerned with the interests of their department rather than the interests of the company as a whole.
|
|
|
Virtual Organization
|
a small, core organization that outsources major business functions. It is highly centralized with little or no departmentalization.
|
|
|
Boundaryless Organization
|
an organization that eliminates vertical and horizontal boundaries and breaks dows external barriers between the company and its customers and suppliers. It seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams.
|
|
|
Environmental Uncertainty
|
An organization's structure is affected by its environment
|
|
|
Formal Group
|
formal – defined by organization’s structure with designated work assignments establishing tasks and work groups
|
|
|
Informal Group
|
alliances that are neither formal nor organized
|
