MGMT 3720 EXAM 1

Span of Control

"How many individuals can a manager efficiently and effectively direct?"

organic structure

-Cross-functional teams -Cross-hierarchical teams -Free flow of information -Wide spans of control -Decentralization -Low formalization

6 Characteristics of Culture

-adaptability -detail orientation -results/outcome orientation -people/customer orientation -collaboration/team orientation -integrity

Mechanistic Structure

-high specialization -rigid departmentalization -clear chain of command -narrow spans of control -centralization -high formalization

7 Elements of Structure

-work specialization -departmentalization -chain of command -span of control -centralization and decentralization -formalization -boundary spanning

3 Common Frameworks

1) Bureaucracies 2) Simple Structures 3) Matrix Structures

negotiation of meaning

A constantly ongoing social process involving participation and reification, through which people come to understand, classify, and value the world around them.

Liaison

A person who serves as a connection between individuals or groups; a go-between

According to Ralph Stacey's theory of complex responsive processes, human beings are always engaged in...

Acts of relating?

The functions of culture

Boundary-defining role. Conveys a sense of identity for members. Facilitates the generation of commitment. Enhances the stability of the social system. Serves as a sense-making and control mechanism. Defines the rules of the game.

barriers to change

Culture is a liability when the shared values don't agree with those that further the organization's effectiveness.

Dominant Culture

Expresses the core values shared by a majority of the organization's members

The two founders of organizational behavior

Henry Fayol and Mary Parker Follett "How should we motivate people to work"

Centralization and decentralization

How concentrated the decision making power is in the organization "Where does decision making authority lie?"

Culture as a Liability

Institutionalization Barriers to Change Barriers to Diversity Barriers to Acquisitions and Mergers toxicity and dysfuntions

social sustainability

Practices address the ways social systems are affected by an organization's actions over time, and in turn, how changing social systems may affect the organization.

Complex Responsive Process was created by

Ralph stacey

Boundary Spanning

Something that occurs when individuals relate to and work with others outside of formally assigned groups "Do individuals from different areas need to regularly interact?"

Work Specialization

The division of labor into separate activities for the purpose of increasing work efficiency "to what degree are activities subdivided into separate jobs?"

Organizational Behavior

The study of human action in the context of formal group environments for the purpose of promoting productivity

According to Stacey's theory of complex responsive processes (CRP), each pattern of human interaction is unique, and combines uniquely with other patterns to form distinctive identities.

True

According to Stacey's theory of complex responsive processes organizational identity and individual identity shape and inform each other simultaneously.

True

Both Wenger and Stacey reference the importance of the social and historical backgrounds of individuals being brought into the process of meaning in organizations.

True

organizational culture

a system of shared meaning held by people who are members of an organization

complex responsive process

a theory of human thought and communication, which emphasizes human existences mutating patterns of social engagement that are simultaneously dynamic and persistent

tacit

already understood or implied

Culture as an asset

culture can significantly contribute to the bottom line

Etienne Wenger

developed the outlines of organizational behavior by writing the communities of practice (COP)

explicit

explaining and definitions to understand in detail

As aspects of the negotiation of meaning, participation and reification are opposite ends of a spectrum of the process.

false

Departmentalization

grouping people together by the jobs they perform to coordinate common tasks and functions "On what basis will jobs be grouped together?"

Organizational behavior is made up of... (3)

human beings, (re)actions, formal groups

3 levels of analysis

inputs, processes, outcomes

results/outcome orientation

management focuses on results/outcomes rather than on the techniques and processes used to achieve them

subcultures

minicultures defined within an organization by department designations and geographical separations

The term ___________ is used by Wenger to describe engagement with the world in terms of membership in social communities and active involvement in social enterprises.

participation

According to Etienne Wenger, we humans don't make up meanings independent of each other and our environment, but instead engage in a two-fold negotiation process involving...

participation and reification.

integrity

people exhibit integrity and high ethical standards in their work

The four functions of leading

planning, organizing, leading, and controlling (influence rather than control)

participation

process of taking part and also to relations with others that reflect the process

Organizational Climate

refers to the shared perceptions tagt organization members have about their organization and their work environment

Antone believes in his team. He believes in their greatness and their ability to come together and work cohesively as a well-oiled machine. He acts and speaks to his teammates in such a way that this belief about unity is transmitted and shared among them all. Their reputation for being adept at team play spreads and their opponents now feel intimated by Antone and his teammates. According to Wenger, this intimidating factor is a result of what?

reification

__________ knowledge is said to be more difficult to explain because it is mostly embodied, whereas ____________ knowledge is more easily and technically described and thus more simple to transmit from one person to another.

tacit | explicit

adaptability

the degree to which employees are encouraged to be innovative and flexible as well as to take risks and experiment

detail orientation

the degree to which employees are expected to exhibit precision, analysis, and attention to detail

Formalization

the degree to which jobs within the organization are designed to minimize discretion and promote uniform standards "to what degree will there be rules and regulations to direct employees and managers?"

people/customer orientation

the degree to which management decisions consider the effect of outcomes on people within and outside the organization

collaboration/team orientation

the degree to which work activities are organized around teams rather than individuals

organizational design

the intentional process of giving form to an organization to support its chosen purpose

ethical climate

the shared perceptions of what is the correct behaviors and how ethical issues should be handled within and organization

An organizational identity is established by

the social process of its members

Chain of Command

the unbroken line of authority that extends from the top to the bottom of an organization "To whom do individuals and groups report?"

Organizational Structure

the way in which job tasks are formally divided, grouped, and coordinated the organizational assignment of roles, responsibilities, and hierarchy the end result of organizational design

reification

to treat an abstraction as substantially existing, or as a concrete material object

Whorfian hypothesis

words and structures of a language can affect how speakers of that language conceptualize or think about the world