Chapter 8 Management
Clan Culture
An internal focus and value flexibility rather than stability and control.
Hierarchy of Authority OR Chain of Command
A control mechanism for making sure the right people do the right things at the right time.
Modular Structure
A firm assembles product chunks, or modules, provided by outside contractors.
Boundaryless Organization
A fluid, the highly adaptive organization whose members, linked by information technologies, come together to collaborate on common tasks.
Organizational Structure
A formal system of task and reporting relationships that coordinates and motivates an organizations members so they can work together to achieve the organization's goal.
Story
A narrative based on true events, which is repeated - and sometimes embellished upon - to emphasize a particular value.
Hero
A person whom accomplishments embody the values of the organization.
Unity of Command
A principle which stresses an employee should report to no more than a manager.
Market Culture
A strong external focus and values stability and control.
Organization; According to Chester I. Barnard's definition
A system of consciously coordinated activities or forces of two or more people.
Horizontal Design
A team-based design, teams or workgroups, either temporary or permanent, are used to improve collaboration and work on shared tasks by breaking down internal boundaries.
Adhocracy Culture
An external focus and value flexibility.
Symbol
An object, an act, a quality, or an event that conveys meaning.
Matrix Structure
An organization combines functional and divisional chains of command in a grid so that there are two command structures; vertical and horizontal.
Virtual Structure.
An organization whose members are geographically apart, usually working with emails, and other forms of information technology yet which generally appears to customers as a single, unified organization with a real physical location.
Flat Organization
An organizational structure with few or no levels of middle management between top managers and those reporting to them.
Mechanistic Organization
Authority is centralized, tasks and rules are clearly specified, and employees are closely supervised.
Organic Organization
Authority is decentralized, there are fewer rules and recognition, and a network of employees are encouraged to cooperate and respond quickly to unexpected tasks.
Organizational Design
Concerned with designing the optimal structures of accountability and responsibility that an organization uses to execute its strategies.
Organizational Designs
Concerned with designing the optimal structures of accountability and responsibility that an organization uses to execute its strategies.
Staff Personnel
Have authority functions; They provide advice, recommendations, and research to line managers.
Line Managers
Have the authority to make decisions and usually have people reporting to them.
Centralized Authority
Important decisions are made by middle-level and supervisory-level managers.
Decentralized Authority
Important decisions are made by middle-level and supervisory-level managers.
Hierarchy Culture
Internal forces and values stability and control flexibility.
Observable artifacts Espound Values Basic Assumptions
Organizational culture three levels:
Divisional Structure
People with diverse occupational specialities are put together in formal groups by similar products or services, customers or clients, or geographic regions.
Functional Structure
People with similar occupational specialities are put together in formal groups.
Corporate/Organizational Culture
Set of shared, taken-for-granted implicit assumptions that group holds and that determines how it perceives thinks about and reacts to its environment.
Rites and Rituals
The activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization's life.
Division of Labor OR Work Specialization
The arrangement of having discrete parts of a task done by different people.
Simple Structure
The authority centralized in a single person, a flat hierarchy, few rules, and low work specialization.
Coordinated Effort
The coordination of individual efforts into a group or organizationwide effort.
Espound Values
The explicitly stated values and norms preferred by an organization.
Person-Organization (PO) fit
The extent which your personality and values match the climate and culture in an organization.
Common Purpose Coordinated Effort Division of Labor Hierarchy of Labor
The four common elements of an organization:
Simple Structure Functional Structure Divisional Structure Matrix Structure
The four favored structures of Traditional Designs:
Clan Culture Adhocracy Culture Market Culture Hierarchy Culture
The four types of Organization Culture:
Span of Control
The number of people reporting directly to a given manager.
Hollow Structure
The organization has a central core of key functions, and outsources other functions to vendors who can do them cheaper or faster.
Organizational Socialization
The process by which people learn the values, norms, and required behaviors that permit them to participate as members of an organization.
Contingency Viewpoint
The process of fitting the organization to its environment.
Differentiation
The tendency of parts of an organization to draw together to achieve a common purpose.
Integration
The tendency of the parts of an organization to draw together to achieve a common purpose.
Traditional Design Horizontal Design Designs that open boundaries between organizations
Three types of Organizational Design:
Common Purpose
Unifies employees or members and gives everyone an understanding of the organization's reason of being.
Symbols Stories Heroes Rites and Rituals Organizational Socialization
What five characteristics are how employees learn culture>
