| β˜… | Lecture 01 - Introduction Flashcards

1
Q

Draw the congruence (fit) model

A
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2
Q

Distinguish among different levels of an organization’s environment (3)

  • give for each some example.
A

PEST

  • Broader external forces
  • political, environmental, social, technological

5 forces

  • Factors within the industry
  • market trends, competition.

SWOT

  • Immediate factors
  • suppliers, customers, competitors.
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3
Q

What are the classic functions of managers? β™»οΈπŸŽ― (3)

A

Transformation …

  • Planning & organizing / leading & controlling (Was / Wie)
  • of resources, to achieve organizational goals. (Trade-Off)

Central role is …

  • identification of performance gaps (Output)
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4
Q

Decisional
What are managers actually doing? (4)

Formal & Informal
What is the manager’s role? (2x3)

A

Decisional

N egotiator / mediator
E ntrepreneur / designer
R esource allocator / trader
D isturbance handler / problem solver

Formal
Authority ; Status ; Monitor

Informal
Figurehead ; Leader ; Spokesperson

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5
Q

What is the objective for ..

  1. Vision
  2. Mission statement
  3. Strategic Objectives

How do they relate to each other? (3)

A
  1. Vision
    Inspiring long-term goal
  2. Mission statement
    Purpose and basis for competitive advantage
  3. Strategic objectives
    SMART goals
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6
Q

What is the difference between system and open system?

A
  • System
    Set of interrelated elements
  • Open system
    System that interacts with environment
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7
Q

Can managers control input?

A

No

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8
Q

Explain roughly what …

  • Work
  • Formal Organization
  • People
  • Informal organization

mean? (4)

A
  • Work
    Characteristics of jobs
  • Formal organization
    structure, rewards
  • People
    personality, skills, motivation
  • Informal organization
    culture, values, communication
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9
Q

What does congruence (FIT) mean? (2)

A

the degree to which,…

  • s tructures
  • o bjectives
  • n eeds,
  • g oals
  • demands

one component are consistent with those of the other

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10
Q

Why do you need congruence (fit)?

A

To increase the effectiveness (doing the right things) of an organization

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11
Q

How can you extend the congruence (FIT) model?

(3)

A

With impact:

  • Social
  • environment
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12
Q

Name 8 steps to solve the congruence (FIT) model!
3 phases

A

Phase 1 - Problem Identification

  1. Identify symptoms
  2. Specify input
  3. Identify output

Phase 2 - Analysis and Evaluation

  1. Identify problems
  2. Describe organizational components
  3. Asses congruence (FIT)

Phase 3 - Solution Planning

  1. Generate hypothesis about problem causes
  2. Identify action steps
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13
Q

What are the tools the organization uses to convert inputs into outputs.
(Transformation process)

(4)

A

Work

  • characteristics of jobs
  • how jobs are related to each other

People

  • characteristics of members
  • (demography, personality, skills, motivation)

Formal organization

  • explicit, codified aspects of the organization
  • (structure, rewards, formal control mechanisms)

Informal organization:

  • implicit, assumed aspects of the organization
  • (culture, values, communication patterns)
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14
Q

Explain the idea of congruence (FIT) model (3)

A

Places special emphasis on
transformation process.

  • The higher the degree of FIT
    the more effective the organization.
  • The components of any organization exist together in states of balances & consistency => FIT.
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15
Q

What is important for mapping the organizational terrain? (2)

A

Both perspective are fundamental.

  • social
    (Individual / Cultural)
  • structural
    (Strategy / Environment)
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16
Q

How did the need for efficiency has guided the evolution of management theory ..

(3x2)

A

late 19th / early 20th century

  • Administrative
    β†’ creation of clear managerial hierarchies
  • Bureaucratic
    β†’ reduce ambiguity and inconsistency in decision-making
  • Scientific
    β†’ eliminate wasteful movements

mid-20th century

  • HR Movement
    β†’ concerns about employee morale and motivation
  • TQM & Lean
    β†’ emphasized continuous / flow improvement
  • Systems Theory
    β†’ optimizing the entire system rather than isolated parts.

late 20th century onwards

  • Knowledge & Information Technology
    β†’ capturing and leveraging the intellectual capital of the organization
  • Agile & Project
    β†’ adaptation
17
Q

β€œThe typical drawing of an organisation is an organigram pyramid, but this leaves everything out which is shown by the congruence model. / It is a model – a intellectual tool for sorting complex problems and is critical for the analysis and design choices.”

Open-system theory characteristics (AF/IAE β†’ 5)

A
  • A daption
  • F eedback capacity

___

  • I nternal Interdependence
    How various departments, teams, and functions within a company rely on and influence each other to achieve common goals and objectives.
  • A lternative configurations
    Designing the organisation with a degree of variety for achieving the goal.
  • E quilibrium
    Idea of organizational stability, balance, and efficiency. Degree of bounce effect due to changes to the equilibrium point.
18
Q

Define History as input of the model. (2)

A
  • Understanding the current state and future possibilities by understanding the past and
  • which people in what way influenced changes (position, performance).
19
Q

Informal organisation
(Transformation Process) (3)

A
  • culture
  • values
  • communication
20
Q

What are managers actually doing? What is the manager’s role?

  • Formal roles
  • Interpersonal roles
  • Informational roles
  • Decisional roles
A
  • Formal roles:
    Authority and status
  • Interpersonal roles:
    Figurehead and leader
  • Informational roles:
    Monitor and spokesperson
  • Decisional roles:
    Entrepreneur, disturbance handler, negotiator, resource allocator
21
Q

What does congruence mean? (5) X SONG

A

Congruence = the degree to which …

  • needs,
  • demands,
  • goals,
  • objectives,
  • and/or structures

… of one component are consistent with those of the other

22
Q

How can you extend the congruence model? (2) X

A

With impact:
Social and environment