Organizational Structures, Cultures & Theories

These flashcards cover key concepts related to organizational structures, cultures, theories, and management principles.

Matrix Structure

Combines functional and divisional structures; employees report to two managers, encouraging collaboration but potentially creating confusion.

Functional Structure

Organized by departments, each with specialized teams; it has a clear hierarchy but may lead to silos.

Divisional Structure

Organized by product, service, or geography; each division operates like a separate business and focuses on results.

Handy's Culture Model

Defines four types of culture: Power Culture (central control), Role Culture (formal procedures), Task Culture (team focus), Person Culture (individual expertise).

Chain of Command

The line of authority within an organization.

Span of Control

The number of subordinates that a manager oversees.

Hierarchy

Levels of authority within an organization.

Formalization

Degree to which an organization has standardized procedures.

Organic Structure

A flexible and adaptive organizational structure.

Mechanistic Structure

A rigid and formalized organizational structure.

Work Specialization

The division of labor within an organization.

Fayol's Five Functions of Management

Planning, Organizing, Commanding, Coordinating, Controlling.

Unity of Command

Principle that each employee should report to only one boss.

Bureaucracy (Weber)

An organizational structure characterized by formal rules and hierarchy.

Mintzberg’s Ten Roles

Divided into three categories: Interpersonal, Informational, Decisional roles of a manager.

Systems Theory

Views an organization as an interrelated system.

Contingency Theory

Suggests that there is no one-size-fits-all structure for organizations.

Authority

The legitimate power to give orders within an organization.

Responsibility

The duty to perform assigned tasks.

Delegation

The assignment of responsibility to others.

Maslow's Hierarchy of Needs

A psychological theory that categorizes human needs from physiological to self-actualization.

Herzberg's Two-Factor Theory

Distinguishes between hygiene factors that prevent dissatisfaction and motivators that drive satisfaction.

Vroom's Expectancy Theory

Motivation is a product of expectancy, instrumentality, and valence.

Autocratic Leadership Style

Where the leader makes decisions unilaterally.

Democratic Leadership Style

Where decisions are made through group consensus.

Laissez-Faire Leadership Style

Minimal leader involvement in decision-making.

Belbin's Team Roles

Includes Plant, Monitor Evaluator, Coordinator, Resource Investigator, Implementer, Completer Finisher, Teamworker, Shaper, Specialist.

Tech Impacts on Teams

Technology enhances communication, enables virtual teams, facilitates knowledge sharing, increases productivity, and tracks performance.