mgt chapter 17-18
Terms
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- strategy
- process of positioning the org in the competitive environment and implementing actions
- output goals
- defines the type of business the organization is pursuing
- system goals
- conditions within the organization
- unity of command
- each person has only one boss
- span of control
- the number of individuals reporting to a supervisor
- line units
- work groups that conduct the major business of the org
- staff units
- assist the line units
- internal line units
- change from inputs to outputs
- external line units
- maintain outside linkage
- control
- keeping actions or outputs within predetermined limits
- output controls
- allows managers to use their own methods to reach defined targets
- process controls
- specified way that tasks are to be accomplished
- formalizaion
- written documentation of policies, procedures, and rules
- standardization
- how limited the allowable actions is
- horizontal specialization
- aka departmentation. division of labor that establishes specific work units or groups within an organization.
- bureaucracy
- an ideal form of organization. formed by max weber
- mechanistic type of bureaucracy- machine
- vertical specializatioin, stresses rules and policies. very efficient
- organic type of bureaucracy- professional
- more relaxed, emphasis on quality. good for customers
- conglomerate
- a single corp that has a number of unrelated businesses
- organizational design
- process of choosing and implementing a structural configuration
- coevolution
- adjusting to external changes but modifies it to fit them
- operations technology
- resources, knowledge, and techniques that creates a product or service output
- info technology
- machies artifacts, procedures and systems to gather, store, analyze and disseminate info for translating i into knowledge
- thomsons view of technology
- technologies classified according to the degree of specification and degree of interdependence of work units
- intensive technology
- uncertainty as to how to produce desired outcomes
- mediating technology
- links parties that want to become interdependent
- long linked technology
- the way to produce desired outcomes is known and broken down itno a number of sequential steps
- woodwards view of technology
- the proper matching of structure and technology is critical to the organizational success
- adhocracy
- an appropriate design when managers and employees dont know the appropriae wa to service a client or produce a particular product.
- specfic environment
- owners, suppliers, govt agencies, and competitors that the org has to interact with
- magnitude complexity defined by what 3 degrees?
- degree of richness, interdependence, and uncertainty
- decline
- opposite of richness
- virtual organization
- always shifting constellation of firms, with a lead corp, that pool skills, resources, and experiences to hrive jointly
- boundaryless organization
- a design option that eliminates vertical, horizontal, external, and geographic barriers that block desired action
- scanning
- loking ouside the firm andb ringing back useful solutions
- grafting
- the process of acquireding individuals units, or firms to bring in useful knowledge
- deficit cycles
- a pattern of deteriorating performance that is followed by even further deterioration --> organizational inertia, hubris, and detachment
- benefit cycles
- a pattern of successful adjustment folowed by improvements.