organizational structure, culture, and development

organizational structure

arrangement of positions in an organization and the authority/ responsibility relationships among them

organizational culture

shared beliefs, values, assumptions, and patterns of behavior within an organization

organizational development

process of assisting organizations in preparing for and managing change

traditional organizational structure

rely on strict, top-down hierarchies with clear chains of command and departmentalization

nontraditional organizational structure

emphasize decentralization, flattened management, and flexible, cross-functional collaboration to allow for faster decision-making and higher adaptability

chain of command

number of authority levels in an organization

span of control

number of workers who must report to a single supervisor

tall structure

5 levels of chain of command, each supervisor is looking at 1-2 employees

flat structure

only 3 levels of chain of command, each supervisor is looking at 4-6 employees

functional structure

people with similar occupational specialties are put together in formal groups

divisional structure

people with diverse occupational specialties are put together in formal groups by similar products or services, customers or clients, or geographic regions

centralized structure

decision making and authority in charge by very few people

decentralized structure

anyone can call the shots

bureaucracy

an organizational structure typified by a well-defined authority hierarchy and strict rules

line-staff organizational structure

an organizational structure composed of one group of employees who achieve the goals of the organization (line) and another group of employees who support the line (staff)

matrix organization

an organizational design that blends functional and product structures

artifacts

elements of an organizational culture, such as symbols, rituals, stories, and shared narratives about founders, heroes, and organizational history

change agent

a person/ practitioner's role as a catalyst who helps organizations through the process of change

action research

model that applies social science research methods to collecting relevant organizational data that are used for solving organizational problems

survey feedback

information that is collected by surveys from organizational members and then compiled, disseminated, and used to develop action plans for improvement

t-groups (sensitivity training)

identifying weakness and how to make it better

process consultation

using outside consultants to assess organizational processes such as workflow, informal intra-unit relationships, and formal communication channels

management by objectives

a four-step process in which managers and employees discuss and select goals, develop tactical plans, and meet regularly to review progress toward goal accomplishment

quality circles

groups of workers who meet to discuss ways of improving products or processes