Chapter Eight

line managers

Managers who have the authority to make decisions and usually have people reporting to them

customer divisions

tend to group activities around common customers or clients

rites and rituals

the activities and ceremonies,planned and unplanned, that celebrate important occasions and accomplishments in an organization's life

coordinated effort

the coordination of individual efforts into a group or organization wide effort

simple structure

the first type of organizational structure, whereby and organization has authority centralized in a single person, as well as a flat hierarchy, few rule, and low work specialization

contingency design

the process of fitting the organization to its environment

maturity stage

A stage when the organization becomes very bureaucratic, large, and mechanistic. Aldo the third stage in the product life cycle; period in which the product starts to fall out of favor, and sales and profits fall off

matrix structure

Fourth type of organizational structure, which combines functional and divisional chains of command in a grid so that there are two command structures-vertical and horizontal

virtual structure

a company outside a company that is created specifically to respond to an exceptional market opportunity that is often temporary

organization

a group of people who work together to achieve some specific purpose. A system of consciously coordinated activities or forces of two or more people

story

a narrative based on true events, which is repeated - and sometimes embellished upon - to emphasize a particular value

midlife stage

a period of growth evolving into stability when the organization becomes bureaucratic

symbol

an object, act, quality, or event that conveys meaning to others

virtual organization

an organization on whose members are geographically apart, usually working with e-mail, collaborative computing, and other computer connections

espoused values

are the explicitly stated values and norms preferred by an organization

fit perspective

assumes that an organization's culture must align, or fit, with its business or strategic context

adaptive persective

assumes that the most effective cultures help organization anticipate and adapt to environmental changes

organization chart

box-and-lines illustration of the formal relationships of positions of authority and the organization's official positions or work specializations

organizational design

creating the optimal structures of accountability and responsibility that an organization uses to execute its strategies

product divisions

divisional structure in which activities are grouped around similar products or services

organizational life cycle

four-stage cycle with a natural sequence of stages: birth, youth, midlife, and maturity

geographic divisions

group activities around define regional locations

adhocracy culture

has an external focus and values flexibility

clan culture

has an internal focus and values flexibility rather than stability and control

hierarchy culture

has an internal focus and values stability and control over flexibility

market culture

has an internal focus and values stability and control over flexibility

centralized authority

important decisions are made by higher-level managers

decentralized authority

important decisions are made by middle-level and supervisory-level managers

hierarchy of authority

is a control mechanism for making sure the right people do the right things at the right time (also known as the chain of command)

boundaryless organization

is a fluid, highly adaptive organization whose members, lined by information technology, come together to collaborate on common tasks. The collaborators may include not only coworkers but also suppliers, customers, and even comptitors

organizational structure

is a formal system of task and reporting relationships that coordinates and motivate an organization's members so that they can work together to achieve the organization's goals

hero

is a person whose accomplishments embody the values of the organization

division of labor

is the arrangement of having discrete parts of a task done by different people (also known as work specialization)

birth stage

is the nonbureaucratic stage, the stage in which the organization is created

integration

is the tendency of the parts of an organization to draw together to achieve a common purpose

accountability

managers must report and justify work results to the managers above them

mechanistic organization

organization in which authority is centralized, tasks and rules are clearly specified, and employees are closely supervised

organic organization

organization in which authority is decentralized, there are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks

divisional structure

people with diverse occupational specialties are put together in formal groups by similar products or services, customers or clients, or geographic regions

functional structure

people with similar occupational specialties are put together in formal groups

strength perspective

perspective of organizational culture that assumes that the strength of a corporate -culture is related to a firm's long-term financial performance

unity of command

principle that stresses an employee should report to no more than one manager in order to avoid conflicting priorities and demands

authority

refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources

enacted values

represent the values and norms actually exhibited in the organization

modular structure

seventh type of organization structure, in which a firm assembles product chunks, or modules, provided by outside contractos

organizational culture

sometimes called corporate culture, is a system of shared beliefs and values that develops within an organization and guides the behavior of its members (Edgar Schein)

staff personnel

staff with advisory functions; they provide advice, recommendations, and research to line managers

horizontal design

teams or workgroups, either temporary or permanent, are used to improve collaboration and work on shared tasks by breaking down internal boundaries

span of control (management)

the number of people reporting directly to a given manager

responsibility

the obligation one has to perform the assigned tasks

hollow structure

the organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster (also known as network structure)

delegation

the process of assigning managerial authority and responsibility to managers an employees lower in the hierarchy

youth stage

the stage in which the organization is in a pre-bureaucratic phase, one of growth and expansion

differentiation

the tendency of the parts of an organization to disperse and fragment

common purpose

unifies employees or members and gives everyone an understanding of the organization's reason for being