Mgmt change Ch1

big data analytics

technologies, skills, and processes for searching and examining massive sets of

data to uncover hidden patterns and correlations

globalization

companies feel at home anywhere in the world

global outsourcing

contracting out some functions to organizations in other countries (Nike)

strategic partnering

getting together with foreign firms to gain more ground (Google)

intense competition

due to globalization, ways to win are increasingly more complicated

sustainability and ethics

consumers want companies to focus less on money and more on things like the green movement and ethical pay

sustainability definition

economic development that generates wealth and meets the needs of the current generation while saving the environment so future generations can meet their needs as well.

four key stakeholders

customers, employees, shareholders, and the environment

speed and responsiveness

responding quickly and decisively to environmental changes, organizational crises, or

shifting customer expectations; things are less stable now

digital organizations and big data analytics

it’s an internet world and you’ve got to get with the program

organizations

(1) social entities that

(2) are goal-directed

(3) are designed as deliberately structured and coordinated activity systems

(4) are linked to the external environment.

open system

obtains inputs from the external environment, adds value through a transformation

process, and discharges products and services back to the environment.

non-profits are different than for-profits because

managers in non-profits direct much of their effort toward generating some kind of social impact and services are typically provided to nonpaying clients

importance of organizations

they bring together resources to accomplish specific goals, produce goods and services that customers want at competitive prices, and adapt to and influence a rapidly changing environment

Structural dimensions

provide labels to describe the internal characteristics of an organization. They create a basis for measuring and comparing organizations

Contingency factors

Describe the organizational setting that influences and shapes the structural dimensions. Contingency factors can be confusing because they represent both the organization and the environment

Formalization

the amount of written documentation in the organization. Documentation includes procedures, job descriptions, regulations, and policy manuals.

how is fomalization measured?

counting the number of pages of documentation within the organization

specialization

the degree to which organizational tasks are subdivided into

separate jobs; if extensive —> each employee performs only a narrow range of tasks

Hierarchy of authority

who reports to whom and the span of control for each manager.

span of control

the number of employees reporting to a supervisor

Complexity

number of distinct departmental units or activities within the organization.

Vertical complexity

number of levels in the hierarchy

Horizontal complexity

number of departments or occupational specialties existing horizontally across the organization

Spatial complexity

the degree to which an organization’s departments and personnel are dispersed geographically.

what are the stats for [pic 1.4?

The organization in Exhibit 1.4 has a vertical complexity of five levels. Its horizontal complexity at level 3 would be seven departments. Spatial complexity would be 1 since the offices are all in the same location.

Centralization

the hierarchical level that has authority to make decisions.

When decision making is kept at the ___ level, the organization is centralized.

top

When decisions are delegated to ___ organizational levels, it is

decentralized.

lower

contingency factors

culture

environment

goals and strategy

size

technology

structural dimensions

Formalization

Specialization

Hierarchy of authority

Complexity

Centralization

size

can be measured for the organization as a whole or for specific components (# of employees)

Organizational technology

tools, techniques, and actions used to transform inputs into outputs.

environment

all elements outside the boundary of the organization. (industry, government, customers, suppliers, and the financial community)

which environmental factor affects companies the most?

other companies

goals and strategy

define the purpose and competitive techniques that set it apart from other organizations

culture

underlying set of key values, beliefs, understandings, and norms shared by employees

efficiency

the amount of resources used to achieve the organization’s goals; based on the quantity of raw materials, money, and employees necessary to produce a given level of output

Effectiveness

the degree to which an organization achieves its goals.

stakeholder approach to measuring effectiveness

assesses diverse organizational activities by looking at what various organizational stakeholders want from the organization, and the satisfaction level of each

3 stakeholders

customers, employees, stockholders

scientific management

workers “could be retooled like machines, their physical and mental gears recalibrated for better productivity.”48

He insisted that management itself would have to change and

emphasized that decisions based on rules of thumb and tradition should be replaced with precise procedures developed after careful study of individual situations

classical management perspective

sought to make organizations run like efficient, well-oiled machines, is associated with the development of hierarchy and bureaucratic organizations and remains the basis of much of modern management theory and practice.

administrative principles

looked at the design and functioning of the organization as a whole.

bureaucratic organizations

emphasized designing and managing organizations on an impersonal, rational basis through such elements as clearly defined authority and responsibility, formal recordkeeping, and uniform application of standard rules

the Hawthorne Studies

concluded that positive treatment of employees improved their motivation and productivity

Contingency

one thing depends on other things; it DEPENDS

mechanistic design

the organization is characterized by machine-like standard rules, procedures, and a clear hierarchy of authority. EFFICIENCY

organic design

the organization is much looser, free-flowing, and adaptive. Rules and regulations often are not written down or, if written down, are loosely applied.

organic design is primarily focused on efficency t/f

false, it’s primarily focused on learning and adaptation

task

narrowly defined piece of work assigned to a person. With a mechanistic design, tasks are broken down into specialized, separate parts, as in a machine, with each employee performing activities according to a specific job description.

role

has discretion and responsibility, allowing the person to use his or her judgment and ability to achieve an outcome or meet a goal. In an organization with an organic design, employees play a role in the team or department and roles may be continually redefined or adjusted.

Formal systems

in place to manage information, guide communication, and detect deviations from established standards and goals

________ organizations

emphasize vertical communication up and down the hierarchy.

mechanical

there is greater emphasis on horizontal communication, with information flowing in all directions within and across departments and hierarchical levels in the case of _____ orgs

organic

“bossless” job design

there are typically no job titles, no seniority, and no managers or

executives. People work together on an equal basis

levels of analysis

individual human—>group/department—>the organization itself—> interorganizational sets (group of orgs that single org interacts with)/community

Organizational behavior

micro approach to organizations because it focuses on the individuals within organizations as the relevant units of analysis.

orgabnizational behavior examines concepts such as motivation, leadership style, and personality and is concerned with cognitive and emotional differences among people within organizations. t/f

true

Organization theory and design

macro examination of organizations because it analyzes the whole organization as a unit.

Organization design is concerned with people aggregated into departments and organizations and with the differences in structure and behavior at the organization level of analysis. t/f

true