Case Insights

Question 1

Should you only focuse on the problem when analysing a firm

Answer 1

No you need to be aware of their strengths so that a solution wont undermine them

Question 2

According to the structural framework you should always divide labor and coordinate as much as possible

Answer 2

True, it is one of the basic assumptions. Some factors limit how much you can structure such as the complexity of the work being performed however

Question 3

How does the HR and structural framework disagree about the relationship between people and structures

Answer 3

Hr thinks that structures should adapt to the employees while the structural thinks that people should be hired to fit the structure

Question 4

Senior members if a company lack power over symbols

Answer 4

False, they usually have it as they are seen as role models but of course it may varry case by case

Question 5

Generations, education and experiences are causes of subcultures

Answer 5

Yes

Question 6

Are there some good aspects of paralysis

Answer 6

Yes, people need to slow down ,rest and reflect. Also this reflection might come with important insights

Question 7

Centralization means vertical coordination

Answer 7

False, if there is one boss in a flat horizontal organization they have all the power while vertical coordinate may divide responsibility more

Question 8

What is external efficiency or effectiveness and how does it differ from system efficiency

Answer 8

The ability to fulfill demand, system efficiency is the ability to adapt to the demand when it changes

Question 9

How can a companies structure optimize for effectivenss

Answer 9

By creating separate departments for different products and markets. Dividing labor by projects and adapting by season is also a way

Question 10

How can you coordinate pooled or pararel depencencies

Answer 10

Vertically as they are parallel and don’t interfere with each other but share pooled resources that need to be divided

Question 11

Mutual dependencies should be coordinated vertically

Answer 11

No, as they frequently interfere with each other they need to constantly talk

Question 12

Name the four operational states

Answer 12

Efficiency, desert, flow[ocean, {perfect state], island}resource.

Question 13

Efficiency is questioned in the power framework

Answer 13

Yes they ask for what and whom

Question 14

Are Hanssons competence strategies both structural and human

Answer 14

Yes

Question 15

In the job characteristics model what leads to experienced meaning at work

Answer 15

skill variety, task significance and task identity

Question 16

In the job characteristics model what makes the worker feel responsible for their work

Answer 16

Autonomy

Question 17

What is necessary to know the result of work activities in the job characteristics model

Answer 17

Feedback

Question 18

What are the result of the critical psychological states in the job characteristics model.

Answer 18

Low turnover, high motivation, high quality and high satisfaction

Question 19

Explain the job characteristics model

Answer 19

Core job characteristics such as task identity, task significance and skill variety leads to key psychological states like a sense of meaning. Autonomy leads to responsibility and feedback leads to knowledge. These three psychological states will lead to outcomes like more internally motivated workers with higher quality performance, lower turnover, absenteeism and high satisfaction

Question 20

In weicks pulsating model suroundings and technology can be treated as independent variables

Answer 20

No they are all related to the sense-making of the individuals of the organization.