MGT 210 Chapter 8

Organic Organizations

Looseness & Flexibility Work Best

Integration

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

Coordinated Effort

the coordination of individual efforts into a group or organizationwide effort

Espoused Values

the explicitly stated values and norms preferred by an organization

Common Elemetns of Organizations: Four Proposed by Edgar Schein

1. Common Purpose: The Means for Unifying Members 2. Coordinated Effort: Working Together for Common Purpose 3. Division of Labor: Work Specialization for Greater Effeciency 4. Hierarchy of Authority: The Chain of Command 5. Span of Control: Narrow (or Tall) vs Wide (or Flat) 6. Authority, Responsibility, & Delegation: Line vs Staff Position 7. Centralization vs Decentralization of Authority

Three Factors to be Considered In Designing an Organization's Structure

1. environment mechanistic vs organic 2. Environment- differentiation vs integration 3. link between strategy, culture, and structure

Mechanistic Organization

Rigidity & Uniformity Work Best

Organizational Structure

a formal system of task and reporting relationships that coordinates and motives an organization's members to that they can work together to achieve the organization's goals

Hero

a person whose accomplishments embody the values of the organization

Division of Labor

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

Unity of command

an employee should report to no more than one manager

Adhocracy Culture

an external focus and values of flexibility

Clan Culture

an internal focus and values flexibility rather than stability and control

Hierarchy Culture

an internal focus and values stability anf control over flexibility

Symbol

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

Staff Personnel

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

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 procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks

Hierarchy of Authority

control mechanism for making sure the right people do the right things at the right time

Flat Organization

defined as one with an organizational structure with few or no levels of middle management between top managers and those reporting to them

Organizational Culture/ Coporate Culture

defined as the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceive, thinks about, and reacts to its various environments

Line Managers

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

Centralized Authority

important decisions are made by higher-level managers

Decentralized Authority

important decisions are made by middle-level and supervisory-level managers

Accountability

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

Story

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

Span of Control

refers to the number of people reporting directly to a given manager

Authority

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

Person-Organization Fit

reflects the extent to which your personality and values match the climate and culture in an organization

Enacted Values

represent the values and norms actually exhibited in the organization

Market Culture

strong external focus and values stability and control

Responsibility

the obligation you have to perform the tasks assigned to you

Delagation

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

Contingency Design

the process of fitting the organizations to its environment

Differentiation

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

Common Purpose

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