FEKG11 - Minnesregler Flashcards
Organizations are (GESS)
Goal oriented
(Linked to) external environment
Social entities
Structured activity systems
Organizations are credited with (RHAPFAC)
Bringing together RESOURCES to achieve desired goals
Harnessing modern manufacturing, service and information technology
Adapting to and influencing a changing environment
Innovation
Producing goods and services
Accommodating ongoing challenges in diversity, ethics and the motivation and coordination of employees
Creating value
Parts of an organisation (TMATT)
Top management Middle management Administrative support Technical core Technical support
Structural dimensions (FSCHPP)
Formality Specialization Centrality Hierarchy Professionalism Personell ratio
Contextual dimensions (STEGC)
Size Technology Environment Goals and strategy Culture
Internal process approach (HLR DICT)
Horizontal and vertical communication
Loyalty, team spirit
Reward to managers
Decision-making near source of information
Interaction between all parts of organization
Corporate culture
Trust and communication between workers and management
Departmental grouping options (HV FDM)
Horizontal Virtual network Functional Divisional Multi focused
The environment domain - task environment (direct impact) - (HIRMI)
HR Industry Raw material Market International
The environment domain - general environment (STEGF)
Sociocultural Technology Economy Government Finance
Mechanistic vs. organic management process (TTHKC)
Tasks - Contribute to common tasks/specialized tasks
Tasks - adjusted & redefined through team work/riglidy defined
Hierarchy of authority and control +/-
Knowledge and control - anywhere in the org/centralized at top
Communication - horizontal/vertical
Establishing inter-organizational linkages (COCEA)
Contract, joint venture Ownership Cooptation, interlocking directorates Executive recruitment Advertising, PR
Controlling the environment domain (PICT)
Political activity, regulation
Illegitimate activities, bribes
Change of domain
Trade association
Large organization (GOVESC)
Global reach Organization men Vertical hierarchy, mechanistic Economies of scale Stable market Complex
Small organization (NORF RES)
Niche finding Organic Responsive, flexible Flat structure Regional reach Entrepreneurs Simple
Model for decline stages (BIF CD)
Blinded Inaction Faulty action Crisis Dissolution
Types of rites (PERI)
Passage
Enhancement
Renewal
Integration
Eight steps for rational decision making (MD SD DECI)
Monitor decision environment Define decision problem Specify decision objectives Diagnose problem Develop alternative solutions Evaluate alternatives Choose best alternative Implement
Sources of conflict (GDLT)
Goal incompatibility
Differentiation
Limited resources
Task interdependence
Five sources of personal power for managers (CRERL)
Coercive power Reward power Expert power Referent power Legitimate power
Vertical sources of power (FRCNP)
Formal position Resources Control of decisions, premises and information Network centrality People
Horizontal sources of power (DFCNC)
Dependency Financial resources Centrality Non-substitutability Coping with uncertainty
Tactics for enhancing power (PECS)
Provide scarce resources
Enter areas of uncertainty
Create dependency
Satisfy strategic contingencies
Political Tactics for Using Power (BAMEC)
Build coalitions and expand networks Assign loyal people top key positions Make direct appeal Enhance legitimacy and expertise Control decision premises
Tactics for enhancing collaboration (MUSIC)
Member rotations Use confrontation and negotiation Schedule intergroup consultation Integration devices Create shared mission and goals
