3. Organizational Concepts Flashcards
Structuring events or happenings, has no formal structure, apart from functioning
Social System (The informal component of an organization)
Roles
- Expectations of Others
- Appropriate behavior in a specific position
Are roles and jobs the same
No. Some jobs have a lot of roles
When an individual is faced with incompatible or competing demands
Role Conflict
Uncertainty about the behaviors to be exhibited in a role
Role Ambiguity
When an individual feels overwhelmed by having too many responsibilities
Role overload
The extent to which different roles are performed by employees in the same subgroup
Role Differentiation
Shared group expectations about appropriate behavior
Norm
Descriptive vs Injunctive Norms
D: Developed via observation
I: Developed through a process of conforming to gain social approval
Organizational Climate
- Shared meaning organizational members attach to events, policies, practices, and procedures they experience
- How things are done in an organization
Organizational Culture
Languages, values, attitudes, beliefs and customs of an organization
Three Layers of Culture
Observable Artifacts - Symbols, language, narrative and practices
Espoused Values - Endorsed by management
Assumptions - Unobservable
Person-Organization Fit
- Process of gauging
- the degree of fit
- between the two parties is mutual
The decision to cut jobs
Downsize
Horizontal vs Vertical Cut
- Loss of jobs within a department
- Elimination of all jobs in a department
Outsource vs Offshore
- Use of external employees to perform internal fucntions
- Worked performed domestically is exported to cheaper labor markets
Merger vs Acquisition
- Marriage of two organization of equal status and power
- Procurement of property by another organization
Acquisition: Parent vs target
- Absorves
- The Absorved
Phases of Acquisition
Pre-combination
Combination
Postcombination
Organization Structure
Arrangement of positions in an organization and the authority and responsibility relationships among them
Elements of Organizational Structure
CS CFM
- Chain of Command
- Span of Control
- Centralization
- Formalization
- Mechanistic vs Organic Structure
Coordinating Mechanisms of an Org.
FIS
Informal Communication
Formal Hierarchy
Standardization
Workers have defined jobs, not narrowly specialized positions, elaborate among workers and share skills
Team Organization
Temporary, nontraditional organization of members from different departments within a traditional structure sho are assembled to complete a specific job
Project Task Force
Managers have a smaller span of control, longer chain of command, provide a clear, distinct layers with obvious lines of responsibility and a clear promotion structure
Tall
The span of control is larger, with few management levels, focused on empowering employees rather than adhering to change of command by encouraging autonomy and self-direction
Flat
Functional vs Divisional
- Divides the organization into departments based on function
- Divides the organization nased on type of products or clients
Centralization vs Decentralization
- Degree to which decision-making authority is concentrated at the top of the organizational hierarchy
- Process of taking the decision-making power out of the hands of the top level and distributing it to the lower levels
Formalization
The degree to which organizations standardize behavior through rules, procedures, formal training and related mechanisms
Mechanistic vs Organic
- Narrow Span of Control and High Centralization
- Wide Span of Control, Decentralization and Little Formalisation
Specifies how employees and their activities are grouped together
Departmentalization
Types of Departmentalization
Simple - few people, minimal hierarchy
Functional - organize employees around specific knowledge or other resources
Divisional - group employees around outputs or clients or geographic areas
Team-Based - Build around self-directed teams that complete an entire piece of work
Matrix - Overlay two structures to leverage the benefits of both
Network - Design and build a product to serve a client through an alliance of several organiations
