Man Ch. 8

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

accountability

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

adaptive perspective

has an external focus and values flexibility. This type of culture attempts to create innovative products by being adaptable, creative, and quick to respond to changes in the marketplace.

adhocracy culture

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

authority

is the non-bureaucratic stage, the stage in which the organization is created.

birth stage

with this important decisions are made by higher level managers

centralized authority

has an internal focus and values flexibility rather than stability and control. Like a family type organization, it encourages collaboration among employees, striving to encourage cohesion through consensus and job satisfaction and to increase commitment through employee involvement.

clan culture

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

common purpose

the process of fitting the organization to its environment is called

contingency design

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

coordinated effort

the coordination of individual efforts into a group or organization-wide effect.

coordinated effort

tend to group activities around common customers and clients.

customer divisions

with this, important decisions are made by middle level and supervisory level managers

decentralized authority

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

delegation

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

differentiation

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

division of labor

in this organizational form people with diverse occupational specialities are put together in formal groups by similar products or services, customers or clients, or geographic regions.

divisional structure

which represent the values and norms actually exhibited in the organization.

enacted values

are the explicitly stated values and norms preferred by an organization.

espoused values

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

fit perspective

in this organizational form people with similar occupational specialties are put together in formal groups.

functional structure

group activities around defined regional locations.

geographic divisions

is a person whose accomplishments embody the values of the organization.

hero

has an internal focus and values stability and control over flexibility. Companies with this kind of culture are apt to have a formalized, structured work environment aimed at achieving effectiveness through a variety of control mechanisms that measure efficiency, timeliness, and reliability in the creation and delivery of products.

hierarchy culture

chain of command, is a control of mechanism for making sure the right people do the right things at the right time.

hierarchy of authority

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

integration

have authority to make decisions and usually have people reporting to them.

line managers

has a strong external focus and values stability and control.

market cultures

an organization combines functional and divisional chaines of command in a grid so that there are two command structures-vertical and horizontal.

matrix structure

in this stage, the organization becomes very bureaucratic, large, and mechanistic.

maturity stage

in this kind of organization, authority is centralized, tasks and rules are clearly specified, and employees are closely supervised.

mechanistic organization

in this stage, the organization becomes bureaucratic, a period of growth evolving into stability

midlife stage

in this organizational form, a firm assembles product chunks, or modules, provided by outside contractors.

modular structure

in this organizational form, the organization has a central core that is linked to outside independent firms by computer connections, which are used to operate as if all were a single organization.

network structure

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

organic organization

is a system of consciously coordinated activities or forces of two or more people.

organization

is a box-and-lines illustration showing the formal lines of authority and the organization's official positions or work specializations.

organization chart

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

organizational culture

is the non bureaucratic stage, the stage in which the organization is created.

organizational life cycle

the four stage ______ has a natural sequence of stages: birth, youth, midlife, and maturity.

organizational life cycle

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

organizational structure

group activities around similar products or services.

product divisions

the obligation you have to perform the tasks assigned to you.

responsibility

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

rites and rituals

an organization with this organizational form has authority centralized in a single person, a flat hierarchy, few rules, and low work specialization

simple structure

span of management, refers to the number of people reporting directly to a given manager.

span of control

have authority functions; they provide advice, recommendations, and research to line managers.

staff personnel

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

story

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

strength perspective

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

symbols

teams or workgroups, either temporary or permanent, are used to improve horizontal relations and solve problems throughout the organization.

team based structure

in which an employee should report to no more than one manager in order to avoid conflicting priorities and demands.

unity of command

in this youth stage, the organization is in a pre-bureaucratic stage, a stage of growth and expansion.

youth stage