Chapter 5: Organizational Structures and Systems Flashcards
Organization’s ability to perform, usually defined in a competency framework that
aligns them from organization competencies to individual knowledge, skills, and abilities
and the analytics to manage them.
Skills
Defines how the company will compete in the
market.
Strategy
Decision framework, processes, and procedures that determine how the company does business.
Systems
Shape of the workforce and how it is managed.
Staff
Norms and standards that guide behavior at
every level of the organization and thus are the core of the 7s model.
Shared Values
This model balances the critical elements
instead of focusing only on strategy and structure.
7S Design Model
Framework for influencing employee behavior through a “series of design policies” controllable by management
Star Model
Refers to job specialties required to perform
work.
Specialization
Describes the number of people in
organization units or span of control at each level.
Shape
Can be vertical, determining how flat or hierarchical the organization is; it can also be lateral, referring to the movement of power to a department dealing with critical
issues.
Distribution of power
Formation of organization units on the dimensions of functions, workflow processes, markets, customers, and geography.
Departmentalization
Flow of information and decision processes across the organizational structure.
Processes
Align employee goals to organizational goals.
Rewards
A diagnostic tool designed to understand relationships and balance elements.
Six-Box model
The model comprises eight variables
that form the context of an organization. The objective is to understand and manage the variables to achieve balance.
Transformation Model
How the organization really operates and how well it translates strategy into practice.
Culture
Measures of how well the organization functions.
Results
Model presents a six-step plan for closing the gaps in how the elements of an organization work together.
It examines communications
and information flow to understand the
congruence of four components.
The Congruence Model
Causal change model designed to show where change happens and flows through the
organization.
Organizational Change Framework
It entails creating two distinct, parallel lines of accountability that are equal and intertwined but different.
Helix Model
Serves global virtual organizations by allowing self-directed information and resource management linked through the internet.
Holonic Enterprise Model
State where an entity is both a self-contained whole and a part of a more extensive system.
Holon
Network of self-managed teams that
organize themselves around a specific
outcome.
THE FLEXIBLE ORGANIZATIONAL MODEL
Organizes employees around specific
knowledge or other resources.
Functional Structure
Groups employees around geographic areas, outputs (products or services), or clients.
Multi-divisional Structure
Separates top-level managers from bottom-level workers
Flat Structure
Overlays two structures in order to leverage the benefits of both.
Matrix Structure
Built around self-directed teams that complete an entire piece of work
Team Structure
An alliance of several organizations for the
purpose of creating a product or serving a client.
Network Structure
Chain of command within a company that
begins with senior management and
executives and extends to general employees.
Hierarchical Structure
Division of labor as well as the patterns of coordination, communication, workflow, and
formal power that direct organizational activities
Organizational structure
Number of people directly reporting to the
next level in the hierarchy
Span of Control
Span of Control is also called
Span of management
When very few people report directly to a manager.
Narrow span of control
When a manager has many direct reports
Wide span of control
Process of grouping employees and their
activities into units or departments within an
organization.
Departmentalization
Degree to which formal decision authority is
held by a small group of people, typically those at the top of the organizational hierarchy
Centralization
When decision-making is spread throughout the organization
Decentralization
Degree to which organizations standardize
behavior through rules, procedures, formal
training, and related mechanisms
Formalization
Organizational structure with a wide span of control, little formalization, and decentralized
decision making
Organistic Structure
Organizational structure with a narrow span of control and a high degree of formalization and centralization
Mechanistic Structure
Step-by-step methodology which identifies dysfunctional aspects of work flow, procedures, structures and systems, realigns
them to fit current business realities/goals and then develops plans to implement the new changes.
Organizational Design
Specific responsibilities and duties assigned to individuals or groups within an organization.
Organizational Roles
Extent to which individuals or teams are held responsible for meeting performance objectives and goals.
Performance Accountability
Refers to the subdivision of work into separate jobs assigned to different people.
Division of labor
Employees are expected to communicate and
share information with co-workers in other work units.
Liaison Roles
Where coordination is required among
several work units
Integrator Roles
Involves forming a cross-functional project team of people from these specialized
departments to engage in product development simultaneously
Concurrent engineering
Assigns legitimate power to individuals, who then use this power to direct work processes
and allocate resources.
Hierarchy
Coordinates work among executives through the division of organizational activities.
Formal Hierarchy
The third means of coordination involves
creating routine patterns of behavior or
output.
Standardization
This form of standardization involves
ensuring that individuals and work units
have clearly defined goals and output
measures
Standardized outputs
Quality and consistency of a product or service can often be improved by
standardizing work activities through job
descriptions and procedures.
Standardized processes
When work activities are too complex to standardize through processes or goals, companies often coordinate work effort by
extensively training employees or hiring people who have learned precise role behaviors from educational programs.
Standardized skills
Refers to how tasks are divided, resources are
allocated, and authority flows within the
organization.
Organizational Structure
Involves the long-term decisions a company makes to achieve its goals and competitive advantage, taking into account market conditions, resources, and capabilities.
Business Strategy
Suggests that an organization’s structure should not emerge independently but
be intentionally designed to support its strategic goals.
Strategy Drives Structure
