Chapter 4 Flashcards

1
Q

Organization:

A

Social entities that are goal-directed, are designed as deliberately structured and coordinated activity systems, and are linked to the external environment

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2
Q

By working in a collective, organizations can achieve….

A
  • economies of scale

- economies of scope

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3
Q

Process by which sport organizations achieve goals:

A

inputs –> transformation –> outputs

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4
Q

Types of sport organizations:

A
  • public
  • nonprofit
  • commercial
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5
Q

Dealing with sport organization environments includes:

A
  • devising strategies
  • using technology
  • exerting power
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6
Q

2 organizational environment categories:

A
  • general

- specific (or task)

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7
Q

5 general environment elements:

A
  • the economy
  • technology
  • politics
  • social and cultural forces
  • demography
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8
Q

Elements of the specific environment include stakeholders _____ and _____ to the organizations.

A
  • internal

- external

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9
Q

Questions to ask about elements of the specific environment:

A
  • who are the consumers, what are their preferences?
  • who are the suppliers?
  • who is the competition?
  • what role does the government play in the environment?
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10
Q

Effectiveness:

A

the extent to which it achieves its goals (focus on results)

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11
Q

Efficiency:

A

the achievement of goals using minimum resources (focus on activities)

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12
Q

Evaluating organizational effectiveness: _____ and ______ approaches

A
  • traditional

- contemporary

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13
Q

4 steps for strategy:

A
  1. identify goals
  2. determine objective(s) (SWOT)
  3. identify resources required
  4. establish timeline for implementation
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14
Q

Manifestations of culture:

A
  • stories
  • myths
  • symbols
  • language
  • ceremonies
  • rites
  • physical setting
  • artifacts
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15
Q

Organizational structure:

A

formal system of task and authority relationships that control how people coordinate their actions and use of resources to achieve organizational goals

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16
Q

Specialization:

A

vertical, horizontal, and spatial complexity

17
Q

Mintzberg’s design configurations based on interplay of 5 organizational parts:

A
  • top management
  • middle management
  • technical core
  • administrative support staff
  • technical support staff
18
Q

Mintzberg’s proposed designs:

A
  • simple structure
  • machine bureaucracy
  • professional bureaucracy
  • entrepreneurial
  • innovative
  • missionary
  • political
19
Q

Simple structure: specialization, formalization, centralization:

A
  • specialization: low
  • formalization: low
  • centralization: high
20
Q

Machine bureaucracy: specialization, formalization, centralization:

A
  • specialization: high
  • formalization: high
  • centralization: high
21
Q

Professional bureaucracy: specialization, formalization, centralization:

A
  • specialization: high
  • formalization: high
  • centralization: low
22
Q

Entrepreneurial: specialization, formalization, centralization:

A
  • specialization: low
  • formalization: low
  • centralization: high
23
Q

Innovative: specialization, formalization, centralization:

A
  • specialization: high
  • formalization: low
  • centralization: low
24
Q

Missionary: specialization, formalization, centralization:

A
  • specialization: low
  • formalization: high
  • centralization: low
25
Q

Political: specialization, formalization, centralization:

A
  • specialization: high
  • formalization: low
  • centralization: undetermined
26
Q

2 frameworks for studying organizational change:

A
  • organizational life cycle

- contextualist approach

27
Q

Organizational life cycle is aka.

A

the model of organizational growth

28
Q

Stages of growth:

A
  • entrepreneurial
  • collectivity
  • formalization
  • elaboration
29
Q

Contextualist approach:

A

change does not take place in isolation or in a brief period

30
Q

Change is accomplished over time by considering 3 elements:

A
  • content
  • context
  • process