ch 14 organizational structure and change Flashcards

1
Q

organizational structure

A

how the work of individuals and teams within an organization is coordinated

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2
Q

centralization

A

the degree to which decision making authority is concentrated at higher levels in an organization

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3
Q

formalization

A

the extent to which policies, procedures, job descriptions, and rules are written and explicitly articulated

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4
Q

tall structures

A

have several layers of management btw frontline employees and the top level
- smaller span of control

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5
Q

flat structures

A

consist of few layers in btw frontline employees and the top level
- wider span of control

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6
Q

span of control

A

the number of employees reporting to a single manager

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7
Q

functional structures

A

group jobs based on similarity functions

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8
Q

divisional structures

A

departments represent the unique products, services, customers, or geographic locations the company is serving

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9
Q

mechanistic stuctures

A
  • highly formalized and centralized
  • similar to bureaucracies
  • communication tends to follow formal channels
  • employees are given specific job descriptions delineating their roles and responsibilities
  • rigid
  • resist change
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10
Q

organic structures

A
  • flexible, decentralized structures
  • low levels of formalization
  • communication lines are more fluid and flexible
  • employee job descriptions are broader
  • employees are asked to perform duties based on the specific needs of the organization at the time as well as their own expertise levels
  • higher job satisfactions on part of employees
  • conductive to entrepreneurial behavior and innovativeness
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11
Q

matrix organizations

A

cross traditional functional structure with a product structure
- employees reporting to department managers are also pooled together to form project or product teams
- each person reports to a department manager as well as a project manager

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12
Q

matrix organizations are created in response to

A

uncertainty and dynamism of the environment and the need to give particular attention to specific products or projects

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13
Q

pros of matrix structure

A
  • increase communication and cooperation among departments because of need to coordinate actions
  • provide quick responses to technical problems and customer demands
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14
Q

unity of command principle

A

each person reports to a single manager

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15
Q

boundaryless organization

A

an organization that eliminates traditional barriers between departments, as well as barriers between the organization and the external environment

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16
Q

modular organization

A

all the nonessential functions are outsourced
- retain only the value-generating and strategic functions in house

17
Q

strategic alliances

A

two or more companies find an area of collaboration and combine their efforts to create a partnership that is beneficial for both parties

18
Q

learning organization

A

where acquiring knowledge and changing behavior as a result of the newly gained knowledge are part of an organization’s design
- experimenting, learning new things, and reflecting on new knowledge are the norms
- many procedures and systems in place that facilitate learning at the organizational level

19
Q

organizational change

A

the movement of an organization from one state of affairs to another
- may involve a change in a company’s structure, strategy, policies, procedures, technology, or culture

20
Q

reasons for organizational change

A
  • workforce demographics
  • technology
  • globalization
  • market conditions
  • organizational growth
  • poor performance
21
Q

active resistance

A

most negative reaction to a proposed change attempt
- may sabotage the change effort and be outspoken objectors to the new procedures

22
Q

passive resistance

A

being disturbed by changes without necessarily voicing these opinions
- may quietly dislike the change, feel stressed and unhappy, and even look for an alternative job without necessarily bringing their point to the attention of decision makers

23
Q

compliance

A

going along with proposed changes with little enthusiasm

24
Q

enthusiastic support

A

defenders of the new way and actually encourage others around them to give support to the change effort as well

25
why do people resist change
- disrupted habits - personality - feelings of uncertainty - fear of failure - personal impact of change - prevalence of change - perceived loss of power
26
when dealing with those who resist change, it is important to avoid
blaming them for a lack of loyalty
27
lewin's three-stage process of change
1. unfreeze - ensures that employees are ready for change 2. change - execute the intended change 3. refreeze - ensures that the change becomes permanent
28
kakushin
revolutionary change
29
unfreezing prior to change
- create a vision for change - communicating a plan for change - develop a sense of urgency - building a coalition - provide support - allow employees to participate
30
executing change
- continue to provide support - create small wins - eliminate obstacles
31
kotter's eight-stage process for change
1. create a sense of urgency when introducing the change effort 2. build a coalition 3. create a vision for change and make change a part of the vision 4. communicate a plan for change 5. eliminate obstacles to change 6. create small wins 7. build on change 8. make change a part of culture
32
refreezing
- publicize success - build on prior change - reward change adoption - make change a part of organizational culture
33
ringi system
involves proposals at lower levels being signed and passed along to higher level management in an effort to build consensus
34
four basic elements of structure
centralization formalization hierarchical levels departmentalization