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Final Org Sci Flashcards

1
Q

what is a simple org design

A

everybpdy does everything
small flexible organic
little structure
new or permanently small, ex the gw deli

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2
Q

what is functional org design

A

differentionation on expertise
Larger, increasing rules differentinal. Strcuture based on function. Accomodates more complex enviroments

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3
Q

What is a divisional org design

A

Multiple funtional org. requires an HQ, more efficinece and redundancies. they go from large to very large

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4
Q

What is an Matrix org deisgn

A

Multiple reporting relationships. they have a dynamic structure. main goal is to maximize utility but still creates conflict and confusion

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5
Q

what is an joint venture

A

they extend expertise to other orgs. Multi-firm competencies to protect materials and people from going bankrupt. they can either be short term or long term

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6
Q

what is an stategic alliance

A

orgs in the indutry work together to expand capabilities. adn have a shared cost. Coordination is important

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7
Q

what is an network co op?

A

small orgs working together. they are adaptable and flexible.

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8
Q

what is a virtual org

A

they are temporary and location less. there is many variations, they are higly flexible and they have communication and coordination difficulties

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8
Q

Authority

A

a legitimate right to exercise power, usually downwards more formal

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8
Q

what is power

A

the txtent to which A can get to B to do something it wouldnt do otherwise do. Power is realtional and irrelecvant

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8
Q

Types of Power

A

Weber- traditional, cahrismatic, rational/legal
French& Raven- reward is I give you something, coervice i can takeways soemthing from you, legitimate is positional, expert is I have the knowledge and expertise, referent i liek th boss so aligns with charismatic

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8
Q

How does power develop

A

Contingencies - create dependcies
Resource dependence - based on who can provide resources
Open systems- power evolves to respond to pressures with environments

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9
Q

Politics

A

more informal, non-legitimated attempts to excersie power

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10
Q

What is control

A

managing member self interst such that org goals are the priority

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11
Q

How to get Interest aligned

A

Process- through goal alignment and reward s
Agency- Through the owners empowering managers
Market- customers ultimately decide what stays/goes
Bureaucratic- rules and regulations line up goals
Clan- Culture, values, norms-peer pressure/influence

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12
Q

Leadership

A

follows power and control

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13
Q

Leadership Traits Approach

A

Earliest Approach - Great man theory
No combination works best but some traits are important: cognitive capacity, social capacity, personality and expertise

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14
Q

Leadership Behaviors

A

Leaders initiate structure like getting task done, they are considerate people oriented, and change they are always looking out for the changing environment
Behavioral categories: direction setting, boundary spanning, operations

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15
Q

Leadership Problem Solving

A

They combine traits and behaviors to find the best combo for their org. theya re always monitoring the environment, planning and strategizing

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16
Q

Leadership Influence

A

Activating higher order needs
Align induvial and org with goals throuigh mtivation, stimultion, individualized consideration and moral/ethical component

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17
Q

Context

A

Uncertanty= transformational: people whose leaderships works best in uncertainty
Stability = transactional

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18
Q

Conflict

A

Leadership and power equal conflict
lash between goal-directed behaviors
Can improve effectiveness

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19
Q

Stages of Conflict

A

Latent
Perceived
Felt
Manifest
resolution
Aftermath

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20
Q

Conflict resolution strategies

A

Org level: integrate task and integrate roles
Indvidual Levels- to change rewards, training and select and de/select

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21
What is Org Culture
shared meaning, beliefs, norms, values and assumotions that guide and are reinforced by organizational science
22
Org Culture Origins
Jacques- changing the culture of a culture Schein- org culture + leadership impacts culture Differentiates orgs as equifinal Main and sub cultures
23
Sub Cultures
Dominating: one culure dominated the other Enhancing: learn from one another Orthogonal: Unrelated, the org will allow oen sub-cukture to be different Counter: one of the sub-culutres fights the main culure
24
Strong v Weak Cultures
Strong is more widely shared Weak is not everyone agrees
25
Origins
Broader Society -Hoftede Cultureal Domensions - Power Distance: Class-based society -Uncertainly avoidance: trying to avoid risk, low risk societies -Individualism: the vakue is on individual accomplishments - Masculinity: aggression, dominance over
26
Org Type
Institutional: high tech v. high risk Environment: where are certain industries most likely to emerge
27
what do Founders do?
Schein, levels of culture Basic Assumptions - core values, common understandings, standard procedures Espoused Values - beliefs about whats should happen Artifacts - tangible and observable elements. They could be anything Alignment - do the values align with the culture of the org Founders create culture
28
Org Culture Scheins Model
Founders Primary Mechnisms: -Rewards -React to crises -Allocate Resources -Role Modeling -Recruit, select, retain Founders Secondary Mechanism: -Org Design and Structure: whats the hierarchy -Systems and strcutre: shows priotities -Rites and Rituals: traditons -Myths: stories everyone tells -Phyiscal Design: how does the office look -Mission Statements: espoased values
28
Socialization Processes
Collective v. Individual Formal v. informal Sequential v. Random Divesting v. Investing
28
What is strategy
how do orgs translate competencies into competitive advantage
29
Value Creation cycle
Org strategy Core Competencies Competitive advantage
29
Levels of Strategy
Functional: what the org is already doing Business: levergae existing CC to related areas, low cost v. differentiation Corporate: Expand CC into new areas, diversification Global: New markets; multi-domestic; interantional; Trans-National
30
Types of Core Competencies
Functional: things that a org is good at Organizational: brand, resources, reputation, efficiency Coordination: caoability to make the pieces come together
31
Strategy
is equifinal, no right way to do it. its impacted by the orgs competencies and resources. The strategy also impacts structure and culture which makes strategy complicated.
32
Technology
Combo of individuals' knowledge, skill, abilities, machines, tools computers, and equipment that people and orgs use to transform raw materials into goods adn services.
33
Progarmmed Trchnology- Woodwoard
Small Batch- small, flexible,expensive ; skilled traders; Carpenters Continous- Complex, inlexible, cheap; refineries; water, oil Large batch- large, efficient, moderate; mass-production; GWU
33
Thompson Interdependence
Pooled- tech is sum of individual pieces; banks Sequential- pieces are deperate but work together as an assembly line; BMW Reciprocal- max interdependence; emergency room
34
Decision Making
Rational: nice but many don't do it Carnegie: bounded rationality/standing Incremental: if something works for you keep doing it, stable environment Unstructured: freeform decision-making Solution: Look for problems and start there
35
Org Learning
Orgs dont learn people do Explore v. exploit Nested Model of Learning -Individual -Group -Org -Inter-org
36
Knowledge Management
Making individual knowledge accessible to everyone else Challenges: identify critical info, collect info, make it available, maintain and update Preserving Knowledge: -Codifications: best for standardized operations -personalization: best for uncertain, dynamic and flexible situations
37
How to help orgs learn/maintain knowledge?
Selection, training and rewards. Dissention Learning opportunities Expirementation
38
Org Change
Once orgs are the way they are, how do we change them. Orgs are inertial, change is a process.
39
Targets of Change
HR- the people and processes Functions- what the org does Technology- how the org does it Capabilities- what is it able to do Physical Setting- where it does it from
40
Causes for Change
Competition Embedding environments Social and demographics Ethics Orgs are resistant to change
41
Resistance to change
Individual Level- risk avoidance, self-interest, biases Group Level- cohesion, skills, culture Organizational Level- power, structure, culture Open system- orgs are intertial
41
Overcoming resistance in Org Changes
Make an org ready and aware Have a plan Communicate Provide an envisoned end-state Support up and down Reward change behaviors Get participation and buy-in
41
Evolutionary v revolutionary
orgs wanna be in evolve not revolt. startegic reingeering, ongoing quality improvements and planned change Continous v uncontinous; change needs to be institutionalized
42
Planned change
ID change Change agents Diagnosis Goals Interventions Evaluation and Feedback
42
Institutionalizing change
Socilization Comment Rewards Diffusion
42
Org Life Cycle Emergence
Stages: -Enviromental change -Recognition -Strategic analysis -Go/no-go -R v. K strategies Contributors: -Social Networks -Knowledge/experience -Money -Niches and Density
43
Org Life Cycle Mid-life
Differentiation and Institutionalization -Functional -Geographic -Product/Market -Divisionalize -Mergers and Acquisitions Orgs can stay here for a long while
43
Org life decline and death
Reduction in internal worth over time Age, period and cohort are things to consider Kinds of D&D -Intentional v. uninterntional: reduction of worth -Wanted v. unwnated: size -Strategic v. random: chosen on purpose or randomly -Partial v complete: all of the org or only part
43
Org decline Enviromental Change
Erosion: active, rebuild; McDonalds made most of its profits from breakfast so that offer it all day Contraction: Defend, protect; Home depot Collapse: experiment, substitute
44
Org Decline
Orgs must recognize the change, they must respond to the change and avoid the death spiral
44
Circut City
Founded 1949 Grew with home electronics boom In 2000 600+ locations and 60k employees High margin, educating, commissioned sales 151 on Fortune 500/ good to great CarMax and DIVX Dropped appliances 2000 Eliminated commissions and fired 3900 employees to facilitate change in 2003 Acquisition, closure, buybacks 2003-08 Recession and Liquidation 2008
45
Death
Complety ceasing to exist Bankruptcy Reorganized Merged/Acquired
46
Innovation
The process by which orgs use skills and resources to develop new goods, services and capabilities Incremental- continous Quantum- discontinous Product life cycle impact innovation Legal Issues: -Copyrights: creative arts are protected for 75 years -Trademark: Logo -Patent: owning the rights to an invention or product -Enviroments (legal, political, etc)
47
Supporting Facts of Innovation
Intrapreneurship Encouraging creativity/ risk-taking Research Development Project Management Knowledge Management/IT

Org Sci (3 decks)

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