FEKG11 - Minnesregler Flashcards by Oscar Allgulander

Organizations are (GESS)

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

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Organizations are credited with (CAMI APA)

Create value
Achieve desired goals
Modern manufacturing and technology
Innovation
Adapt to and influence changing environment
Producing goods and services
Accommodate challenges in diversity and ethics

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Parts of an organisation (TMATT)

Top management
Middle management
Administrative support
Technical core
Technical support

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Structural dimensions (FSCHPP)

Formality
Specialization
Centrality
Hierarchy
Professionalism
Personell ratio

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Contextual dimensions (STEGC)

Size
Technology
Environment
Goals and strategy
Culture

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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

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Departmental grouping options (HV FDM)

Horizontal
Virtual network 
Functional
Divisional
Multi focused

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

HR
Industry
Raw material
Market
International

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The environment domain - general environment (STEGF)

Sociocultural
Technology
Economy
Government
Finance

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Mechanistic management process (VeSCHD)

Vertical communication
Specialized tasks
Centralized
Hierarchy
Defined tasks

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Organic management process (LECHD)

Less hierarchy
Employee teamwork 
Common tasks
Horizontal
Decentralized

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Establishing inter-organizational linkages (COCEA)

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

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Controlling the environment domain (PICT)

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

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Large organization (GOVESC)

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

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Small organization (NORF RES)

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

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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 (FoRCNeP)

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

Horizontal sources of power (DeNFiCC)

Dependency
Non-substitutability
Financial resources
Centrality
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 ```

Major stakeholders (MOCCEGUCS)

``` Management Owners Community Customers Employees Government Union Creditors Suppliers ```

Main reasons for organizational decline (EVA)

Environmental decline or competition, reduced resources Vulnerability, small organizations are more vulnerable (Organizational) Atrophy, grow older and become inefficient

Stages in organizational life cycle (ECFE)

Entrepreneurial Collectivity Formalization Elaboration

Weber’s dimensions of bureaucracy (HiW RuST)

``` Hierarchy Written communication and records Rules and procedures Specialization and division of labour Technically qualified personnel ```

Organized anarchy, characteristics (PUT)

Problematic preferences Unclear technology Turnover of personnel

Decision models (MICG)

Management science Incremental decision process Carnegie model Garbage can model

Special decision circumstances (HDE)

High-velocity environments Decision mistakes and learning - learn by mistakes Escalating commitment - block negative information of selfmade decisions

Incremental decision process, phases (IDS)

Identify phase Development phase Selection phase

Carnegie model (CAISS)

``` Coalition Ambiguous organizational goals Inconsistent operative goals Satisfying solutions Short-run solutions ```