Mom 221 chapter 15 and 16

Organizational chart

A drawing that represents every job in the organization and formal reporting relationships between those jobs

bureaucratic structure

An organizational form that exhibits many of the facets of a mechanistic organization Designed for efficiency and rely on high levels of work specialization

multidivisional structure

Are bureaucratic organizational forms which employees are grouped into divisions around products, geographic regions or clients

Geographic Structure

Based around the different locations where the company does business

Restructuring

Changing an organizations structure

Matrix structure

Complex designs that try to take advantage of two types of structures at the same time

business environment

Consists of its customers,compeititors, distributors and other factors external to the firm all which have impact on organizational design

Solidarity

Degree to which members think and act alike

Company strategy

Describes an organizations objectives and goals and how it tries to capitalize on its assets to make money Low cost- selling at the lowest cost Differentiator- People will pay more for a unique product

Organizational Structure

Dictates how Jobs and tasks are divided and coordinated between individuals and groups within the company

Fragmented (Low on both dimensions)

Employees are distant and disconnected from one another

Customer service culture

Focus on service quality

Socialbility

How friendly employees are to one another

Mentoring

Junior level employee makes a deep level relationship with a senior employee

Technology

Method by which it transform inputs to outputs

Anticipatory stage

Moment employee hears about the organization

creative culture

New ideas

Three culture components

Observable artifacts- Manifestations of an organizations culture that employees can easily see Example: Symbols, physical structure, language, rituals, ceremonies Espoused values- beliefs, philosophies and norms that a company explicitly does Basic Underlying assumptions- Taken for granted beliefs and philosophies that are so ingrained that employee simply act on them rather then questioning the validity of their behavior in a given situation

Realistic job previews

Occur during the anticipatory stage of socialization during the recruitment process. Involve making sure the employee has an accurate picture of what working in the organization will be lie.

Client structure

Organization have a very large group of customers that all act in the same way

Socialization

Primary process by which employees learn the social knowledge that enables them to understand and adapt to the organizations culture

Mercenary culture

Think alike buy aren't friendly to one another

Company size

Total number of employees and structure

Subcultures

Unite smaller subset of the organizations employees

Newcomer organization

Way to the start the socialization process

Culture strength

When employees definitively agree about the way things are suppose to happen in a organization

Elements of Organizational Structure

Work specialization-Which tasks in a organization are divided into separate jobs Chain of command- who reports to whom, formal authority relationships Span of control- How many employees each manager in a organization have responsibility for Centralization- Where decisions are formerly made Formalization- Which rules and procedures are used to standardize behaviors and decisions

Organizational Culture

a system of shared meaning held by members that distinguishes the organization from other organizations

Mechanistic Organizations

are efficient, rigid, predictable, and standardized organizations that thrive in stable environments

encounter stage

day employee starts

Networked Culture

employees are friendly, but everyone thinks differently

Organic Organizations

flexible, adaptive, outward-focused organizations that thrive in dynamic environments +Low level of formalization, weak chain of command, low level of work specialization

Sustainability culture

fostered by missions and values of many organizations

communal

friendly employees who all think alike

Product structures

group business units around different products the company produces

Functional structure

groups employees by the functions they perform for the organization

Attraction- attrition -selection

holds that potential employees will be attracted to the job whose culture matches their culture

Reality shocked

mismatched information

Understanding and adapting

newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of an organization

Countercultures

serve a useful purpose by challenging the values of an organization or signaling a need for change

Simple structures

the most common form of organizational design, primarily because there are more small organizations than large ones

Organizational Design

the process of creating, selecting, or changing the structure of an organization