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Trimester 4 > OTD CH 4 superficial > Flashcards

OTD CH 4 superficial Flashcards

1
Q

Term structure

A

stable relationship among parts of a system or entity

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2
Q

Examples of organizations with bureaucracy

A

governments, university, religious institution, large aid organizations (Red Cross).

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3
Q

How does the modern perspective define organizational social structure?

A

division of labor, hierarchy of authority, and formalized rules and procedures. These are core aspects of Webers bureaucracy

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4
Q

What are departments?

A 
Functional units (purchasing, production, marketing)
Grouping work into units is called departmentalization.
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5
Q

What are divisions?

A

Here there is division along product lines (consumer products, international sales)

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6
Q

What does organizational hierarchy define?

A

Formal reporting relationships (vertical communication)

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7
Q

scalar principle

A

when each position in an organization is subordinate to only one other person (form of hierarchy)
The most highly placed individuals gather information to direct control over individuals throughout the organization

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8
Q

formalization

A

extent to which explicit rules, regulations, policies, and procedures govern organizational activities

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9
Q

Indicators of formalization

A

written policies, handbooks, job descriptions, operations manual, organization charts, and the use of management systems (management by objectives MBO), PERT and supply chain management

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10
Q

PERT

A

program evaluation review techniques

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11
Q

Which position do leaders in decentralized organizations take in?

A

They inspire and support. Decision-making is done by many members of the organization together.

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12
Q

Differentiation

A

vertical (hierarchy) or horizontal (division of labor in departments)

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13
Q

Integration

A

Extent to which activities are coordinated across the organization using accountability, rules and procedures, liaison rules, cross-functional teams, or direct contact.

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14
Q

Centralization

A

Extent to which authority to make decisions concentrates at top levels of the organization

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15
Q

Standardization

A

Extent to which standard procedures govern the organizations operations and activities rather than individuals using their judgement and initiative to respond to events as they arise

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16
Q

Specialization

A

Extent to which the work of the organization is divided into narrowly defined tasks assigned to specific employees and work units.

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17
Q

When does a mechanistic organization outperform an organic one?

A

is a stable environment

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18
Q

Organic structure structure

A

structure: highly complex horizontal and vertical integration - a network of authority and control based on knowledge of the task
- decentralization

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19
Q

Organic structure formalization

A

Low formalization: tasks and responsibilities are redefined depending on situation

20
Q

Organic structure (standardization?)

A

Mutual adjustment and redefinition of tasks and methods through joint problem-solving and interaction

21
Q

Organic structure - Authority

A

Prestige is attached to expertise.

22
Q

Organic structure - supervision?

A

lateral communication

23
Q

simple structure

A

For extremely small organizations. Everyone works, to get the job done

24
Q

Functional structure

A
  • when and organization outgrows its simple structure

- maximize economies of scale

25
Q

Downside Functional structure

A
  • downside: goals of different unity come into conflict

- employees may develop greater loyalty to their function then to the organization as a whole. (functional silo)

26
Q

Multidivisional (M-form) structure

A
  • when an org. outgrows its functional design.
  • creates multiple divisions (separate, functionally oriented, run by dedicated management team that reports to headquarter)
27
Q

Multidivisional (M-form) structure role of HQ

A

financial controls, policy-making, long-range strategic developments, HR.

28
Q

Downside Multidivisional (M-form) structure

A
  • rarely as profitable as those using the functional design.
  • M-form duplicates every function within each of its divisions.
29
Q

Upside of Multidivisional (M-form) structure

A
  • grow larger than their functional counterparts
  • size leads to greater influence on their environment
  • occupy more central positions in their inter-organizational network
  • hire best executives
  • better train future executives (because of management of divisions)
  • enhanced responsiveness to needs of customers (greater focus on the businesses each division operates)
  • accountability based on divisional profits
30
Q

Matrix structure

A
  • combines the efficiency of the functional design with the flexibility and responsiveness of the multidivisional form
  • managers on the functional side: responsible for allocating specialists to projects
  • managers on the divisional project side: responsible for overseeing specific projects
31
Q

difficulty of Matrix structure

A

managing the conflict built into the dual lines of authority

32
Q

Upside of Matrix structure

A
  • flexibility in starting up new activities
  • maximization of value of specialists. Specialists can be use among wide variety of projects at the same time to use their full potential. (M-form has to hire specialists for each division).
33
Q

New organizational forms

A

Network organization, Supply chain and value chains, Crowdsourced organizations

34
Q

Network organizations

A

centralized distribution channel, shared information system, liberation of decision-making, democratic management (lateral relationships among network partners.

35
Q

Pro and con of Network organizations

A
  • pro: exploitation of opportunities before competitors realize they exist
  • con: economic relationships can lead to the exploitation by a network partner.
36
Q

What does a member of a supply chain do?

A

It devotes only a portion of its total activity to the supply chain.

37
Q

Crowdsourced organization

A
  • distinguished by its use of social media

- relationships are electronically mediated (virtual organization like eBay and amazon)

38
Q

organizational lifecycle theory

A

each phase is dominated by a different focus that leads to a crisis that threatens the organization’s survival. If successfully met, the crisis brings about a revolutionary change that moves the organization into ints next developmental phase.

39
Q

organizational lifecycle theory: entrepreneurial phase

A

org. focused on creating and selling its products. If successful there is a need for professional management. This is because the org. becomes to complex for a single individual (leadership crisis)

40
Q

organizational lifecycle theory: collectivity phase

A

centralized decision-making
primary concern is to manage the increased differentiation bought on by growth. A clear direction has to be established.

–> centraliztation leads to an autonomy crisis, because decision-making is missed at the level where actions needs to occur.

41
Q

organizational lifecycle theory: delegation phase

A
  • solves autonomy crisis

–> leads to control loss (crisis of control)

42
Q

organizational lifecycle theory: formalization phase

A

bureaucracy appears.

–> crisis of red tape

43
Q

organizational lifecycle theory: collaboration phase

A
  • teamwork redistributes the over differentiated tasks
  • trust is a big issue, managers need to shift their focus to inspire instead to control.

–> crisis of renewal leads to new form of organization or decline

44
Q

Organizational structures as open systems

A
  1. support phase: differentiation of purchasing and sales from core production tasks.
  2. Maintenance phase: Addition of Accounting, personnel, facilities
  3. Adaptation phase: Executive decision-making, strategy, R&D, PR
45
Q

Last pages not added yet

A

To still be done

Trimester 4 (27 decks)

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