MAN 3025 Chapter 8

Accountability

Managers must report and justify work results to the managers above them

adaptive perspective

assumes that most effective cultures help organizations anticipate and adapt to environment changes

adhocracy culture

a risk taking culture that has an external focus and values flexibility

Authority

Refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources

Birth stage

Non bureaucratic stage, the stage in which the organization is created

boundaryless organization

A fluid, highly adaptive organization whose members, linked by information technology, come together to collaborate on common tasks. Collaborators can include coworkers, suppliers, customers and competitors

centralized authority

important decisions are made by higher-level managers

clan culture

an employee-focused culture that has an internal focus and values flexibility rather than stability and control

Common purpose

Unifies employees or members and gives everyone an understanding of the organizations reason for being

Contingency design

Process of fitting the organization to its environment

Coordinated effort

Common purpose is realized through the coordination of individual efforts into a group or organizational-wide effort

customer divisions

tend to group activities around common customers or clients

decentralized authority

important decisions are made by middle-level and supervisory-level managers

Delegation

Process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy

Differentiation

Tendency of the parts of an organization to disperse and fragment

Division of labor

(Known as work specialization) the arrangement of having discrete parts of a task done by different people

divisional structure

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

enacted values

represent the values and norms actually exhibited in the organization

espoused values

explicitly stated values and norms preferred by an organization

fit perspective

assumes that an organization's culture must align, or fit, with its business or strategic context

functional structure

people with similar occupational specialties are put together in formal groups

geographic divisions

group activities around defined regional locations

Hero

Person whose accomplishments embody the values of the organization

hierarchy culture

Structured culture with an internal focus valuing stability and effectiveness over flexibility

hierarchy of authority

(Known as chain of command) control mechanism for making sure the right people do the right things at the right time

hollow structure

(Known as network structure) the organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster

Horizontal design

Teams or workgroups , either temporary or permanent, are used to improve collaboration and work on shared tasks by breaking down internal boundaries

Integration

Tendency of the parts of an organization to draw together to achieve a common purpose

Line managers

Have authority to make decisions and usually have people reporting to them

Market culture

Competitive culture valuing profits over employee satisfaction

matrix structure

Organization combines functional and divisional chains of command in a grid so that there are two command structures - vertical and horizontal

Maturity stage

the organization becomes very bureaucratic, large, and mechanistic

mechanistic organization

authority is centralized, tasks and rules are clearly specified and employees are closely supervised

midlife stage

the organization becomes bureaucratic, a period of growth evolving into stability

modular structure

outsourcing pieces of a product to outside firms

network structure

Organization has a central core that is linked to outside independent firms by computer connections, which are used to operate as if all were a single organization

organic organization

Authority is decentralized, there are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks

Organization

System of consciously coordinated activities or forces of two or more people

organization chart

boxes-and-lines illustration showing chain of formal authority and division of labor

Organizational culture

(Known as corporate culture) system is shared beliefs and values that develops within an organization and guides the behavior of its members

Organizational design

Concerned with designing the optimal structures of accountability and responsibility that an organization uses to execute its strategies

Organizational life cycle

Natural sequence of four stages : birth, youth, midlife, maturity

organizational structure

formal system of task, power, and reporting relationships that coordinates and motivates an organizations members so that they can work together to achieve the organizations goals

product divisions

group activities around similar products or services

Responsibility

Obligation you have to perform the tasks assigned to you

rites and rituals

activities/ceremonies, planned or unplanned, that celebrate important occasions/accomplishments in the organizations life

simple structure

authority centralized in a single person, a flat hierarchy, few rules, and low work specialization

Span of control

(Known as span of management) refers to the number of people reporting directly to a given manager

Staff personnel

Has advisory functions: provide advice, recommendations, and research to line managers

Story

narrative based on true events and is repeated frequently, sometimes embellished on, to emphasize a particular value

strength perspective

Assumes that the strength of a corporate culture is related to a for a long term financial performance

Symbol

Object, act, quality or event that conveys meaning to others

Unity of command

The management principle that each person should report to only one manager in order to prevent conflicting priorities ( stressed by early management scholars

virtual organization

Members are geographically apart, usually working with email, collaborative computing and other computer connections while often appearing to customers and others to be single, unified organization with a real physical location

virtual structure

Company outside a company that is created "specifically to respond to an exceptional market opportunity that is often temporary"

Youth stage

the organization is in a prebureaucratic stage, a stage of growth and expansion