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SARAH > FEKG11 - Minnesregler > Flashcards

FEKG11 - Minnesregler Flashcards

1
Q

Organizations are (GESS)

A

Goal oriented
(Linked to) external environment
Social entities
Structured activity systems

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2
Q

Organizations are credited with (RHAPFAC)

A

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

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3
Q

Parts of an organisation (TMATT)

A 
Top management
Middle management
Administrative support
Technical core
Technical support
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4
Q

Structural dimensions (FSCHPP)

A 
Formality
Specialization
Centrality
Hierarchy
Professionalism
Personell ratio
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5
Q

Contextual dimensions (STEGC)

A 
Size
Technology
Environment
Goals and strategy
Culture
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6
Q

Internal process approach (HLR DICT)

A

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

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7
Q

Departmental grouping options (HV FDM)

A 
Horizontal
Virtual network 
Functional
Divisional
Multi focused
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8
Q

The environment domain - task environment (direct impact) - (HIRMI)

A 
HR
Industry
Raw material
Market
International
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9
Q

The environment domain - general environment (STEGF)

A 
Sociocultural
Technology
Economy
Government
Finance
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10
Q

Mechanistic vs. organic management process (TTHKC)

A

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

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11
Q

Establishing inter-organizational linkages (COCEA)

A 
Contract, joint venture
Ownership
Cooptation, interlocking directorates
Executive recruitment
Advertising, PR
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12
Q

Controlling the environment domain (PICT)

A

Political activity, regulation
Illegitimate activities, bribes
Change of domain
Trade association

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13
Q

Large organization (GOVESC)

A 
Global reach
Organization men
Vertical hierarchy, mechanistic 
Economies of scale
Stable market
Complex
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14
Q

Small organization (NORF RES)

A 
Niche finding
Organic
Responsive, flexible
Flat structure
Regional reach
Entrepreneurs 
Simple
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15
Q

Model for decline stages (BIF CD)

A 
Blinded
Inaction
Faulty action
Crisis
Dissolution
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16
Q

Types of rites (PERI)

A

Passage
Enhancement
Renewal
Integration

17
Q

Eight steps for rational decision making (MD SD DECI)

A 
Monitor decision environment
Define decision problem
Specify decision objectives
Diagnose problem
Develop alternative solutions
Evaluate alternatives
Choose best alternative
Implement
18
Q

Sources of conflict (GDLT)

A

Goal incompatibility
Differentiation
Limited resources
Task interdependence

19
Q

Five sources of personal power for managers (CRERL)

A 
Coercive power
Reward power
Expert power
Referent power
Legitimate power
20
Q

Vertical sources of power (FRCNP)

A 
Formal position
Resources
Control of decisions, premises and information
Network centrality 
People
21
Q

Horizontal sources of power (DFCNC)

A 
Dependency
Financial resources
Centrality
Non-substitutability
Coping with uncertainty
22
Q

Tactics for enhancing power (PECS)

A

Provide scarce resources
Enter areas of uncertainty
Create dependency
Satisfy strategic contingencies

23
Q

Political Tactics for Using Power (BAMEC)

A 
Build coalitions and expand networks
Assign loyal people top key positions
Make direct appeal
Enhance legitimacy and expertise
Control decision premises
24
Q

Tactics for enhancing collaboration (MUSIC)

A 
Member rotations
Use confrontation and negotiation
Schedule intergroup consultation
Integration devices
Create shared mission and goals
25
Q

Major stakeholders (MOCCEGUCS)

A 
Management
Owners
Community
Customers
Employees
Government
Union
Creditors
Suppliers
26
Q

Operational goals (PIMERO)

A 
Productivity
Innovation and change
Market
Employee development
Resources
Overall performance
27
Q

Weber’s dimensions of bureaucracy (WRSSHT)

A 
Written communication and records 
Rules and procedures 
Specialization and division of labour 
Separate position from position holder
Hierarchy
Technically qualified personnel
28
Q

Carnegie model (CAISS)

A 
Coalition 
Ambiguous organizational goals 
Inconsistent operative goals 
Satisfying solutions 
Short-run solutions
29
Q

Alvesson 4 konsekvenser (FENI)

A

Functional stupidity
Erosion of trust
Narcissism
Increased quantity leads to decreased quality

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