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Management > chapter 8 > Flashcards

chapter 8 Flashcards

1
Q

culture

A

system of shared beliefs and values that develops within an org and guides the behavior or its members

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2
Q

observable artifacts

A

physical manifestations of culture
- manner of dress, awards, myths and stories about company, rituals and ceremonies, decorations, visible behavior

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3
Q

values

A

espoused : what members of an org say they value
enacted : reflected in the way individuals actually behave

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4
Q

basic assumptions

A

deeply held beliefs that guide behavior and tell members of org how to perceive and think about things

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5
Q

how employees learn culture

A
  1. symbols - nike swoosh
  2. stories
  3. heroes
  4. rites and rituals - awards or ceremonies
  5. org socialization
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6
Q

org socialization

A

people learn the values, norms, and required behaviors that permit them to participate as members of an org.

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7
Q

how culture is formed

A
  • comes from org founders and their philosophy
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8
Q

why culture matters

A

shapes org long term success by enhancing its systems and infl outcomes at various levels and a positive work culture

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9
Q

4 types of culture

A

clan
adhocracy
market
hierarchy

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10
Q

clan culture

A

internal employee focused
- values flexibility, not stability and control
- collaboration

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11
Q

adhocracy culture

A

external focus
risk taking culture valuing flexibility and adaptability
creation of new and innovative products

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12
Q

market culture

A

strong external focus
values stability and control
main goal is to make money and achieve goals

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13
Q

hierarchy culture

A

internal focus
structured culture valuing stability and effectiveness
structured work env and lots of rules
- efficiency, smooth functioning

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14
Q

common elements

A
  1. common purpose
  2. coordinate effort
  3. division of labor
  4. hierarchy of authority
  5. span of control
  6. authority
  7. centralization vs decentralization of authority
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15
Q

common purpose

A

unifies employees/ members and gives everyone an understanding of the orgs reason for being

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16
Q

coordinated effort

A

Individuals work to gather to achieve a common goal

17
Q

division of labor

A

Separate parts of a task done by diff people

18
Q

hierarchy of authority

A

control mechanism for making sure the right people do the right things at the right time

unity of command

19
Q

span of control

A

number of people reporting to a manager

20
Q

authority

A

rights to make decisions and utilize resources when given manager

21
Q

accountability

A

managers must report and justify work results to the managers above them

22
Q

responsibility

A

obligation to perform the task assigned to you

23
Q

delegation

A

Entrusting managerial authority and responsibility to employees lower in the hierarchy

24
Q

centralization vs decentralization of authority

A

centralized authority : important decisions are made by higher level managers
decentralized authority : important decisions are made by middle-level and supervisory level managers

25
Q

functional structure

A

people w/ similar occupational specialties are put together in formal groups
- org is small/ single program focus
- focused on efficiency

26
Q

divisional structure

A

people w/ diverse occupational specialties are put together in formal groups by similar products, customers/ geographic regions

27
Q

matrix structure

A

two command structures, vertical (department) and horizontal (project)

pro : enables orgs to manage multiple org dimensions at the same time

con : two bosses (conflict of interest), two goals project (team) and functional, increase in overhead, accountability for results in diffuse

28
Q

horizontal design

A

Different teams or divisions collab and work on shared tasks
- break down hierarchy boundaries

29
Q

Hollow or Network Structure

A

org has a central core of key functions and outsources other functions to vendors who can do them cheaper and faster
- nike

30
Q

modular structure

A

firm assemble product chunks provided by outside suppliers

31
Q

contingency design

A

process of fitting org to its env

  1. env - mechanistic vs organic
32
Q

mechanistic orgs

A
  • centralized hierarchy of authority
  • many rules and procedures
  • specialized tasks
  • formalized communication
  • few teams or task forces
  • narrow span of control, taller structures
33
Q

organic orgs

A
  • decentralize hierarchy of authority
  • few rules and procedures
  • shared tasks
  • informal communication
  • many teams or task forces
  • wider span of control, flatter structures
34
Q

link btwn strategy and structure

A
  • bus performance is infl by structure
  • stat goals should drive structure
  • structure should facilitate strat goals

Management (16 decks)

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