MNGT 3100 Chalmers Exam 2

Bureaucratic model

A formal organizational structure with defined roles and hierarchies, rules, and a clear chain of command.

Behavioral model

Focuses on the human aspects, like employee motivation, leadership styles, and decision-making processes.

Organizational life cycle

Different stages in an organization's life (startup, growth, maturity, and decline) influence strategies and structure.

Corporate and business level strategies

Corporate-level strategies guide the entire organization (e.g., growth, stability), while business-level strategies focus on competitive positioning.

U shaped design

Centralized structure, unified functional areas.

M shaped design

Divisionalized structure by product, geography, or market, allowing more flexibility.

H shaped design, conglomorate

Separate, unrelated business units under a corporate parent.

Matrix design

A hybrid structure that combines functional and project-based approaches, allowing flexibility but potentially leading to confusion over authority.

Lewin's change model

:Unfreeze (prepare for change), Change (implement), Refreeze (solidify new practices).

Kotter's model

A detailed 8-step process to lead change, from creating urgency to consolidating gains.

Planned change

Change is intentional and structured

Unplanned change

Change occurs unexpectedly.

Resistance

Recognizes opposition to change

Overcoming resistance

Strategies like communication, participation, and support to mitigate it

ERP (Enterprise Resource Planning)

Integrated systems that manage core business processes.

Entropy

A concept referring to the natural tendency of organizations to decline without proactive management.

Innovation

Adopting new methods or technologies to enhance performance and competitiveness.

Job Fit

Ensures roles align with employee strengths

Specilization

Increases efficiency but may reduce flexibility.

Job characteristics approach

Designing jobs with elements like skill variety and task significance to enhance satisfaction.

Departmentalization

Subdividing work and workers into separate organizational units responsible for completing particular tasks

Functional departmentalization

By functions like marketing or finance.

Product departmentalization

By specific products or services.

Customer departmentalization

Based on different customer needs.

Geographic departmentalization

Divides based on regions or locations.

Chain of command

Hierarchical flow of authority within an organization.

Tall and flat organizations

Tall organizations have multiple layers of management, while flat ones have fewer, promoting quicker communication.

Delegation

Assigning tasks and authority down the hierarchy.

Psychological contact

Unspoken expectations between employer and employee.

The Big 5 Personality Traits

Includes openness, conscientiousness, extraversion, agreeableness, and emotional stability.

Locus of control

Belief about control over life events (internal vs. external).

Dysfunctional behaviors

Behaviors that negatively impact the organization

Attitudes

Impacts engagement and morale.

Job satisfaction

Satisfaction relates to how one feels about their job.

Engagement

Measures enthusiasm and involvement.

Perception

The process of organizing and interpreting sensory information, enabling us to recognize meaningful objects and events

Cognative dissonance

Tension from conflicting beliefs or actions.

Selective perception

The process by which individuals perceive what they want to in media messages.

Stress

the process by which we perceive and respond to certain events, called stressors, that we appraise as threatening or challenging

Ways to mitigate stress

Support networks, relaxation, excercise and time management.