FEKG11 - Minnesregler COPY Flashcards
Organizations are (GESS)
Goal oriented
(Linked to) external environment
Social entities
Structured activity systems
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
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 management process (VeSCHD)
Vertical communication Specialized tasks Centralized Hierarchy Defined tasks
Organic management process (LECHD)
Less hierarchy Employee teamwork Common tasks Horizontal Decentralized
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 (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
