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Organizational Structure
Arrangement of work functions for efficiency and control.
Classical Theory
Early 20th-century theory on organizational form and structure.
Neoclassical Theory
1950s theory focusing on psychological organizational issues.
Systems Theory
1970s theory viewing organizations as interdependent systems.
Functional Principle
Dividing organizations into units performing similar functions.
Scalar Principle
Chain of command grows with authority levels.
Unity of Command
Each subordinate reports to only one supervisor.
Line/Staff Principle
Differentiation between primary and support organizational functions.
Span of Control Principle
Number of subordinates a manager supervises.
Small Span of Control
Fewer subordinates, resulting in tall organizations.
Large Span of Control
More subordinates, resulting in flat organizations.
Division of Labor
Subdividing work into separate jobs for efficiency.
Interdependence
All parts of an organization affect each other.
Mintzberg's Coordinating Mechanism
Methods to coordinate work activities in organizations.
Informal Communication
Sharing information to synchronize work activities.
Concurrent Engineering
Temporary teams from various departments for product development.
Formal Hierarchy
Legitimate power assigned to direct work processes.
Standardized Processes
Creating routine patterns through job descriptions.
Radical Views from Systems Theory
Organizations viewed as living organisms with interlocking systems.
Status and Role Differences
Hierarchical distinctions defining behavior in organizations.
Managerial Rank
Individuals with administrative powers in an organization.
Rank and File
Employees without administrative powers.
External Environment
Physical surroundings and technology affecting organizations.
Objections to Scalar Principle
Interpersonal influences extend beyond formal structure.
Objections to Line/Staff
Distinction between line and staff functions is unclear.
Objections to Span of Control
Complex factors influence effective supervisory spans.
Feasibility
Applicable when tasks are routine and simple.
Standardized Outputs
Defined goals and measures like customer satisfaction.
Standardized Skills and Knowledge
Training employees in specific role behaviors.
Mintzberg's Operating Core
Employees transforming raw goods into products.
Strategic Apex
Executive leadership ensuring organizational goals are met.
Middle Line
Managers ensuring operating core meets strategic goals.
Technostructure
Specialists influencing organization without mainstream work.
Support Staff
Employees providing services aiding organizational mission.
Departmentalization
Grouping employees and activities within the organization.
Formalization
Standardization of behavior through rules and procedures.
Span of Control
Number of direct reports to a manager.
Tall Structure
Hierarchy with many levels of management.
Flat Structure
Hierarchy with few levels of management.
Centralization
Decision-making authority held by top management.
Decentralization
Dispersed decision-making authority throughout organization.
Mechanistic Structure
Narrow span, high formalization, and centralization.
Organic Structure
Wide span, low formalization, and decentralized decisions.
Chain of Command
System of supervision among positions in organization.
Management Overhead Costs
Expenses related to managing a tall hierarchy.
Information Flow
Communication effectiveness within organizational structure.
Delayering
Process of moving towards flatter organizational structures.
Organizational Flexibility
Ability to adapt to changes and new ideas.
Job Dissatisfaction
Negative feelings about one's job or work environment.
Functional Organizational Structure
Employees organized around specific knowledge or resources.
Economy of Scale
Cost savings from increased production levels.
Dysfunctional Conflict
Conflict that hinders organizational goals and performance.
Divisional Structure
Employees organized around products, clients, or regions.
Geographic Structure
Employees organized by distinct geographic regions.
Product/Service Structure
Employees organized around specific products or services.
Client Structure
Employees organized by specific customer groups.
Team-Based Structure
Built around self-directed teams completing work.
Wide Span of Control
Many employees work with minimal supervision.
Matrix Structure
Combines functional and team structures for efficiency.
Network Organizational Structure
Alliance of firms centered around a core firm.
Dynamic Environment
High rate of change requiring organic structures.
Stable Environment
Steady conditions favoring mechanistic structures.
Organizational Strategy
Structure aligns with strategic operational environments.
Differentiation Strategy
Unique products targeting customized client needs.
Cost Leadership Strategy
Maximizes productivity for competitive pricing.
Social Systems
Human components influencing organizational behavior.
Roles
Expectations about behavior in a position.
Norms
Unwritten group expectations governing behavior.
Organizational Culture
Shared values and assumptions guiding employee behavior.
Artifacts
Visible elements representing organizational culture.
Shared Values
Common values prioritized by organization members.
Shared Assumptions
Unconscious beliefs influencing organizational behavior.
Observable Artifacts
Actions that reveal deeper meanings in culture.
Rituals
Daily routines dramatizing organizational culture.
Ceremonies
Planned displays of culture for an audience.
Esooused Values
Values leaders claim guide decisions and actions.
Operating Core
Employees conducting basic duties defining organizational purpose.
Contingencies of Organizational Design
Design influenced by external environment characteristics.
Neoclassical Objections
Critiques classical theory based on psychological research.
Mintzberg's Coordinating Mechanisms
Methods to coordinate work activities in organizations.
Functional Structure
Employees organized around specific knowledge or resources.
Network Structure
Alliance of firms creating a product or service.
Contingencies of Design
Factors influencing organizational structure choices.
Enacted Values
Values guiding decisions and actions in organizations.
Corporate Values
Stated principles that may not reflect actual behavior.
Cultural Content
Ordering of values and types of assumptions.
Corporate Culture Essence
Deeply ingrained beliefs shaping organizational behavior.
Employee Observation
Analyzing actions for understanding shared assumptions.
Dominant Values
Key values that define an organization's culture.
Cultural Change Difficulty
Challenges in altering deeply ingrained shared assumptions.
Example of Enron
Bankruptcy despite stated values of integrity and excellence.
Example of Dell
Focus on efficiency and competitiveness as core values.
Measurement Problems
Challenges in assessing organizational culture accurately.
Cultural Oversimplification
Reduces complexity of diverse values in organizations.
Integration Perspective
Views culture as a cohesive organizational element.
Organizational Culture Profile
Framework for assessing organizational culture dimensions.
Innovation Dimension
Encourages risk-taking and experimentation in culture.
Stability Dimension
Focuses on predictability and security within culture.
Respect for People Dimension
Promotes fairness and tolerance among employees.
Outcome Orientation Dimension
Emphasizes results and high performance expectations.
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