MGT Chapter 8
Manner of dress, awards, myths and stories told about the company, and rituals and ceremonies are ____
observable artifacts of organizational culture
Span of control
refers to the number of people reporting directly to a given manager
Enacted Values
represent the values and norms actually exhibited in the organization
A company with authority centralized in a single person, a flat hierarchy, few rules, and low work specialization is a characteristic of an organization with a _____.
simple structure
Philip, a shift manager in a factory, has 40 employees on his shift that he directly supervises. The 40 workers who report directly to Philip represent his _____.
span of control
Hollow design
the organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster
mutual-benefit org
voluntary collectives whose purpose is to advance members' interests
Division of labor is also known as ____.
work specialization
Culture Plus structure
1)Driver of culture 2)Organizational culture 3)Org structure internal processes 4)group and social processes 5)work attitudes and behaviors 6)overall performance
The arrangement of having discrete parts of a task done by different people is known as a(n) ____
Division of Labor
Thomas, an employee for a government contractor, likes the strict culture that he finds with ABC Industries, which supplies equipment parts to several government bases. There is very little focus on the external environment and little company flexibility due to the type of customers they serve. Since the product they sell needs little improvement and there is virtually no competition, few are risks taken. This is an example of an adhocracy culture
False A hierarchy culture has an internal focus and values stability and control over flexibility. An adhocracy culture has an external focus and values flexibility. This type of culture attempts to create innovative products (new drugs) by being adaptable, creative, and quick to respond to changes in the marketplace. Employees are encouraged to take risks and experiment with new ways of getting things done (drug research).
According to Chester I. Barnard, an organization is made up of at least one person who strives daily to achieve the organization's goals.
False According to Chester I. Barnard's classic definition, an organization is a system of consciously coordinated activities or forces of two or more people
Two advantages of decentralization are that managers are encouraged to not solve their own problems, but ask for assistance as soon as possible, and decisions are made slower, since they are discussed at a higher level of management.
False An advantage of decentralized authority is that managers are encouraged to solve their own problems rather than to buck the decision to a higher level. In addition, decisions are made more quickly, which increases the organization's flexibility and efficiency.
Productivity expert Odette Pollar proposed that "To accomplish more in a day, you must do more and do everything faster."
False Oakland, California, productivity expert Odette Pollar proposed that "To do more in a day, you must do less—not do everything faster.
Organizational culture appears as five layers: observable artifacts, espoused values, basic assumptions, informal groups, and management groups.
False Organizational culture appears as three layers: (1) observable artifacts, (2) espoused values, and (3) basic assumptions.
The IT network that allows for the movement of organizational information within that company is known as the organizational structure.
False Organizational structure 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.
Ways to Change Org Culture
Formal statement Slogans and sayings Rites and Rituals Stories, legends, myths Leader reaction to crises role modeling/training physical design rewards org goals and performance criteria measurable activities org structure org systems and procedures
Which of the following is an accurate conclusion from the "Organizational Culture and Organizational Effectiveness: A Meta-Analytic Investigation of the Competing Values Framework's Theoretical Suppositions" study involving the culture of 1,000 companies?
Managers can use elements of these cultures to boost innovation and quality
A(n) ______ is a system of consciously coordinated activities or forces of two or more people.
Organization
Virtual org
Organization whose members are geographically apart, usually working with e-mail, collaborative computing, and other computer connections
A hierarchy culture has an internal focus and most values ____.
Stability and control
Horizontal design
Teams or workgroups, either temporary or permanent, are used to improve collaboration and work on shared tasks by breaking down internal boundaries
A system of shared beliefs and values that develops within an organization and guides the behavior of its members is known as the company's culture or organizational culture
True
Hannah, the youngest owner of a family-owned grocery, wants to make sure her company's culture is embedded in their organization. In a recent tradeshow workshop, she learned that she can do this by having company rites and rituals, continuing to tell stories about company legends, and being a role model to her employees.
True
Mutual-benefit organizations are voluntary collectives whose purpose is to advance members' interests, while nonprofit organizations are formed to offer services to some clients, not to make a profit.
True
When managers and employees within the same department are brought together in cross-functional teams to solve particular problems, this is a team-based design.
True
In a highly integrated organization, the specialists work together to achieve ____.
a common goal
Organizational Structure
a formal system of task and reporting relationships that coordinates and motivates an organization's members so that they can work together to achieve the organization's goals
Organization
a system of consciously coordinated activities or forces of two or more people
Greg, the CEO of Organic Market, wants managers and employees to instruct each other about the organization's chosen values and beliefs. Greg has encouraged the seasoned employees to retell stories about the company legends, and he plans on bringing back the monthly rewards. Greg is endeavouring to ____.
add heros
Matrix structure
an organization combines functional and divisional chains of command in a grid so that there are two command structures-vertical and horizontal
Hierarchy culture
apt to have a formalized structured work environment aimed at achieving effectiveness through a variety of control mechanisms
Division of Labor
arrangement of having discrete parts of a task done by different people
With a modular structure, a firm _____.
assembles portions of product provided by outside contractors
Adhocracy culture
attempts to create innovative products by being adaptable, creative, and quick to respond to changes in the marketplace
Simple Structure
authority is centralized in a single person with few rules and low work specialization
Elly and Sylvia, owners of Organic Foods, do not have a formal policy about dress code and work procedures because they see their company as a family place that is enjoyable to work for. Elly and Sylvia believe that if you treat employees like family, the company will do well and grow. These beliefs by the owners of Organic Foods represent the core values of their organization's culture, and are known as ____.
basic assumptions
Org chart
box-and-lines illustration showing the formal lines of authority and the organization's official positions or work specializations
Astrid, a customer service representative, was asked by one of her customers if her company would be interested in joining the chamber of commerce to meet potential customers. Astrid believes this is a very good idea and approached her manager, Alan, about becoming a chamber member. Alan told Astrid that "Since the cost of membership is over $500 and you will have to leave the office to attend meetings, I will have to get approval from management above me." This is an example of how important decisions are made in organizations with _____.
centralized authority
Mechanistic Org
centralized hierarchy many rules special task formal comm few teams narrow span of control
Employees are happier with
clan cultures
Virtual structure
company outside a company that is created "specifically to respond to an exceptional market opportunity that is often temporary
Organizations using a matrix structure _____.
contain two command structures, in which some people actually report to two bosses
Hierarchy of authority
control mechanism for making sure the right people do the right things at the right time unity of command
Artem, the president of Instructor Services, told one of his new hires that "Managers are encouraged to solve their own problems rather than to buck the decision to a higher level, and decisions are made more quickly, which increases our organization's flexibility and efficiency." These advantages that Artem spoke of are attributed to ____.
decentralized authority
Organic Org
decentralized hierarchy few rules shared task informal comm many teams wider span of control
Ralph, the manager of a busy hardware store, knows that he needs to entrust many of his tasks to managers and other employees, rather than falling into the common trap of perfection, believing he is the only person who can do this right and on time. This process of assigning tasks to lower-level managers and employees is known as ____.
delegation
According to Lawrence and Lorsch, the stability of an organization's environment determine(s) the degree of ____.
differentiation or integration that is appropriate
Thomas, a sales associate in the furniture department, reports to Betsey, the furniture department manager. This morning, Betsey asked Thomas to change the price tags on the desk chairs. While working on this task, David, the computer department manager, told Thomas that he wanted him to unload some computers. Thomas is confused about what to do because under the principle of unity of command, _____.
employees should report to one manager
Espoused Values
explicitly stated values and norms preferred by an organization
Espoused values are _____.
explicitly stated values and norms preferred by an organization
Market culture
external environment driven by competition and strong desire to deliver results
Modular structure
firm assembles product chunks, or modules, provided by outside contractors
For-profit org
formed to make money, or profits, by offering products or services
non profit org
formed to offer services to some clients, not to make a profit
The structure of Shoe Mart consists of people with similar specialties put together in formal groups, such as the marketing, accounting, and human resource departments. This is an example of a _____.
functional structure
A control mechanism for making sure the right people do the right things at the right time is a(n) _____
hierarchy of authority
Centralized Authority
important decisions are made by higher-level managers
Decentralized authority
important decisions are made by middle-level and supervisory-level managers
The clan culture has a(n) _____.
internal focus and values flexibility
Clan culture
internal focused values flexibility encourages collaborations
During a meeting, Tammy, the branch manager, was pointing to the corporate organization chart on the wall. Tammy remarked that "These people provide advice, recommendations, and research for us, and they are indicated with a dotted line. Jim, our CEO, and the vice presidents of our organization are up here, indicated on the organization chart by a solid line vertical line." The employees indicated on the organization chart by a solid line are ____, and those indicated by a dotted line are ____.
line mangers: staff personnel
Accountability
managers must report and justify work results to the managers above them
Bob, the owner of Quality Catering, is driven by competition. He is very focused on meeting deadlines and quality, and delivering the results that customers want. He pushes his managers to continually exceed their productivity goals, and stresses that profits take precedence over employee development and satisfaction. Bob feels "there is not enough time for training." However, his employees are regularly rewarded for their success in meeting company goals. This is an example of a(n) ____ culture.
market
Produce better results
market cultures
The more subunits into which an organization breaks down, the _____.
more highly differentiated it becomes
The AFL-CIO, a union, and the National Federation of Independent Business, are both voluntary groups with the purpose of advancing member interests. They are examples of _____.
mutual-benefit organizations
The two kinds of spans of control are _____.
narrow and wide
Ann is a teacher who became interested in helping adults in some of the poorer neighborhoods learn how to read. She plans to start a reading center in a low income area to help residents with reading skills at no cost. Ann's center is an example of a(n) _____
nonprofit org
Organizations that are formed to offer services to clients and not make a profit are ____, and those organizations that are formed to make money, or profits, by offering products or services are _____.
nonprofit organizations; for-profit organizations
Responsibility
obligation you have to perform the tasks assigned to you
The company dress code and award ceremonies are part of its ____.
observable aritifacts
Jean-Paul, the store manager, was speaking with Patty, his new assistant manager, about the store's system of job relationships and whom she will report to and who will report to her. He said, "This structure is one of the things that motivates our workers to work together to achieve our company's goals." Jean-Paul was telling Patty about the store's _____.
organizational structure
Divisional structure
people with diverse occupational specialties are put together in formal groups by similar products, customers or geographic regions
Functional Structure
people with similar occupational specialties are put together in formal groups
Hero
person whose accomplishments embody the values of the organization
Observable artifacts
physical manifestations such as manner of dress, awards, myths and stories about the company; visible behavior exhibited by managers and employees
Delegation
process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy
Person-organization fit
reflects the extent to which your personality and values match the climate and culture in an organization
Basic Assumptions
represent the core values of the organization's culture; those taken for granted and highly resistant to change
Authority
rights inherent in a managerial position to make decisions and utilize resources
Differentiation
tendency of the parts of an organization to disperse and fragment
Integration
tendency of the parts of an organization to draw together to achieve a common purpose
Rites and rituals are ____.
the activities and ceremonies that celebrate important occasions and accomplishments for an organization
In an organization, division of labor is ____.
the arrangement of having discrete parts of a task done by different people
The vertical hierarchy is also known as _____.
the chain of command
coordinated effort
the coordination of individual effort into group wide effort
Organizational culture (corporate culture)
the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments
The chain of command is also known as _____.
the vertical hierarchy
Common purpose
unifies employees or members and gives everyone an understanding of the organization's reason for being
