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BUS 374 Org Theory > Final > Flashcards

Final Flashcards

1
Q

Explain age and size of org, evolutionary period and period of revolution

A

Age and size of an organization
As time passes organization’s features changes
Volume of the organization influence the problems or solutions the organization needs to take

Evolutionary period
Quiet periods - where things are working/ small adjustments are made

Period of revolution
Serious upheaval / crisis/ turbulent times

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2
Q

What are the 4 stages of greniers model of org growth

A

Creativity Direction Delegation Coordination and collaboration

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3
Q

Explain the creativity phase of org growth

A

New entrepreneurship
Focus on product and service
Not on efficiencies/ management

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4
Q

Explain the direction stage of org growth

A

More direction is brought through professional managers/ CEOs
Bring structure/design/culture

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5
Q

Explain delegation stage of org growth

A

More decentralization as organization grows
Shift to a more decentralized structure such as divisional structures

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6
Q

Explain coordination stage of org growth

A

Try to balance centralization and decentralization
More complex organization structures

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7
Q

Explain the collaboration phase of org growth

A

Move to more organic structures
Social control (through culture rather than structure)

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8
Q

What is organizational change

A

The process by which organizations move from their present state to some desired future state to increase their effectiveness

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9
Q

Why change in an org

A

Comp forces, Economic forced, political forces, demographic forces and ethical forces

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10
Q

What are the resistances to org change

A

Organizational Level resistance
Power and conflict between groups or functions – may not work together
Differences in functional orientation – cause of problem
Mechanistic structure – causes inertia
Organizational Culture – not open and ready to change

Group Level resistance
Informal norms are hard to change
Cohesive groups may be resistance to new structures
Groupthink – difficulty in looking at benefits of change

Individual Level resistance
Uncertainty and insecurity about their jobs and futures
Narrow perspective, selfish view of impact
Habits, routines are difficult to change

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11
Q

Explain evolutionary and revolutionary change

A

Evolutionary
Gradual
Incremental
Specifically focused

Revolutionary
Sudden
Drastic
Organization wide

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12
Q

Explain socio technical systems theory

A

Changing roles, tasks or technology
Jointly optimize technical and social systems
Gradual approach
Example: Coal Miners’ long wall method

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13
Q

Explain total quality management

A

Continuous and ongoing improvement by all functions
Quality circles – floor worker groups discuss improvements
Changing cross-functional relationships
Remove redundancies in steps of performing a task
Example: Toyota’s lean production system and Kaizen approach

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14
Q

Explain flexible work teams

A

Workers assume responsibilities for all operations
Teams become responsible for end products
Self managed teams – jointly assigned tasks and transfer members from one task to another

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15
Q

Explain re-engineering

A

Redesign how tasks are bundled – how to integrate
Changes in business process rather than functions
Changes in “what work people do”
Rethink how they do business
Business process – activities that cut across functions
Example: Ford reengineering accounts payable in response to Mazda*

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16
Q

Explain E-engineering

A

Use of IT to improve performance, information sharing, communications, monitoring
Example: Oracle’s PeopleSoft for HRMS

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17
Q

Explain restructuring

A

Managers change tasks or authority structures
Downsizing – one type of restructuring streamline structures
Layoffs to reduce bureaucratic costs
Downsizing has its downsides ()
Need surplus managers, anorexic organizations
Result of not making incremental changes
Example: Facebook, Twitter, so many companies!

18
Q

Explain innovation

A

Successful use of skills to create new products, technologies or services
Help organizations meet customer needs
Most difficult
Develop creativity and entrepreneurship
Example: 3M developing Scotch Tape

19
Q

What id difference between creativity and innovation

A

Creativity: Combine ideas in unique ways or to make unusual associations between ideas

Innovation: The process of taking creative ideas and turning them into useful products, services or work methods!

20
Q

What should u do to implement change

A

What should be changed? What problems are key and need immediate attention?
Impediments to change/ how can you overcome these?
Potential resistance? Strategies to overcome resistance?
Choosing a change approach. Why?
How will the approach be implemented?
Evaluation plan
Develop a strategy for measuring progress and performance

21
Q

What is culture

A

Culture is the set of values, norms, guiding beliefs, and understandings that is shared by members of an organization and taught to new members as the correct way to think, feel, and behave

22
Q

What is org culture

A

Organizational culture has been described as a system of shared meaning and beliefs held by organizational members that determines, in large degree, how they act towards each other and outsiders.

23
Q

What are culture types Dominant cultures vs sub-cultures

A

Sub-cultures – mini-cultures typically found in smaller organizational groups who face similar problems, situations and experiences

Strong vs Weak Cultures
How intensely or widely held?

24
Q

Explain creation and transmission of cultures

A

Founders of org then org practices and then socialization practices

25
Q

What is the socialization process

A

A process that helps new employees learn the organization’s way of doing things.

26
Q

How is culture strengthened and maintained

A

Cultural artifacts – provide meaning and establish stronger in employees’ minds
Stories and Myths
Rites and Ceremonies
Symbols
Org Structures
Power relationships
Control Systems

27
Q

What are stories and myths

A

Cultural narratives of significant events
Heroes and Legends of the organization

28
Q

What are rites and ceremonies

A

Ceremonies, rites of passage
Reinforce values and norms

Types of Rites:
Passage (Graduation Ceremony)
Enhancement (Award Ceremonies)
Integration (Christmas Parties)
Renewal (Training and Development)

29
Q

what are symbols

A

Environment of the organization
Physical Artifacts – focus attention of employees

30
Q

What are power relationships

A

Who has power in an organization?
How is power distributed?

31
Q

What are control systems

A

How are information and people managed and controlled?
How are decisions made?

32
Q

What are the 4 main org cultures

A

Adaptability: entrepreneurial values, creativity and flexibility
Mission culture: Goal achievement and profitability focus on performance
Clan: Supporting employees, responsibility and ownership
Bureaucratic: Consistency efficiency and methodical and integrated

33
Q

What are org ethics

A

Code of moral principles and values that govern the behaviours of a person or group with respect to what is right or wrong.

Ethical Dilemma: The Quandary people experience when they must decide whether they should act in a way that benefits someone else, even if it harms others and isn’t in their own interest.

34
Q

What are the models of ethics

A

Utilitarian model
Decision that leads to greatest good for greatest number of people
E.g.: Locate a plant in a place that benefits the most number of people

Moral rights model
Decision that best maintain and protect fundamental rights of people affected by it.
E.g.: Covertly monitoring employee activity (right to privacy)

Justice Model
Decision that distributes benefits and harms among stakeholder in a fair and equitable way
E.g.: Giving people they like bigger raises

35
Q

How do you build an ethical org

A

Value-based leadership
A relationship between follower that is based on strong values advocated by the leaders

Formal Structures and Systems
Ethical Structures
Disclosure
Codes of Ethics
Training

36
Q

What is org power

A

The ability of one person or groups of persons to overcome resistance by others to achieve a desired object/goals.
The ability of A to make B do something that B would otherwise not have done!
Power is used to
Obtain more power
Maintain existing power
Eliminate other’s power

37
Q

What are the sources of power

A

Expert: Knowledge
Refernt: high level of identification
Legitimate: hierarchy
Coercive: exert harm
Reward: reward people

38
Q

Sources of org power

A

Authority
Control over resources
Control over info
Non sustainability
Centrality
Control over uncertainty
Unobstructive

39
Q

What is politics in org

A

Political skills: The ability to effectively understand others at work and to use such knowledge to influence others to act in ways that enhance one’s personal and/or organizational objectives.

40
Q

What are the elements of political skill

A

Social astuteness
Interpersonal influence
Networking ability
Apparent sincerity

41
Q

What are the conflict models

A

Bargaining model:
Conflict of competition

Bureaucratic model:
Conflict of control and autonomy

Systems/Lateral conflict model:
Conflict of coordination

42
Q

How do you manage conflict

A

Managing “good” conflict without letting it escalate to “bad” conflict
Level of structures:
Altering levels if differentiation and integrations
Increasing buffer and integration roles
Top management to solve conflicts
Rethinking supervision and chain of command

Level of individuals:
Procedures to share grievances
Third-party negotiators
Selection/recruitment/rotation/exchange individuals

BUS 374 Org Theory (2 decks)

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