| ★ | Lecture 01 - Introduction Flashcards
Draw the congruence (fit) model
Distinguish among different levels of an organization’s environment (3)
- give for each some example.
PEST
- Broader external forces
- political, environmental, social, technological
5 forces
- Factors within the industry
- market trends, competition.
SWOT
- Immediate factors
- suppliers, customers, competitors.
What are the classic functions of managers? ♻️🎯 (3)
Transformation …
- Planning & organizing / leading & controlling (Was / Wie)
- of resources, to achieve organizational goals. (Trade-Off)
Central role is …
- identification of performance gaps (Output)
Decisional
What are managers actually doing? (4)
Formal & Informal
What is the manager’s role? (2x3)
Decisional
N egotiator / mediator
E ntrepreneur / designer
R esource allocator / trader
D isturbance handler / problem solver
Formal
Authority ; Status ; Monitor
Informal
Figurehead ; Leader ; Spokesperson
What is the objective for ..
- Vision
- Mission statement
- Strategic Objectives
How do they relate to each other? (3)
-
Vision
Inspiring long-term goal -
Mission statement
Purpose and basis for competitive advantage -
Strategic objectives
SMART goals
What is the difference between system and open system?
-
System
Set of interrelated elements -
Open system
System that interacts with environment
Can managers control input?
No
Explain roughly what …
- Work
- Formal Organization
- People
- Informal organization
mean? (4)
-
Work
Characteristics of jobs -
Formal organization
structure, rewards -
People
personality, skills, motivation -
Informal organization
culture, values, communication
What does congruence (FIT) mean? (2)
the degree to which,…
- s tructures
- o bjectives
- n eeds,
- g oals
- demands
one component are consistent with those of the other
Why do you need congruence (fit)?
To increase the effectiveness (doing the right things) of an organization
How can you extend the congruence (FIT) model?
(3)
With impact:
- Social
- environment
Name 8 steps to solve the congruence (FIT) model!
3 phases
Phase 1 - Problem Identification
- Identify symptoms
- Specify input
- Identify output
Phase 2 - Analysis and Evaluation
- Identify problems
- Describe organizational components
- Asses congruence (FIT)
Phase 3 - Solution Planning
- Generate hypothesis about problem causes
- Identify action steps
What are the tools the organization uses to convert inputs into outputs.
(Transformation process)
(4)
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)
Explain the idea of congruence (FIT) model (3)
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.
What is important for mapping the organizational terrain? (2)
Both perspective are fundamental.
-
social
(Individual / Cultural) -
structural
(Strategy / Environment)
How did the need for efficiency has guided the evolution of management theory ..
(3x2)
late 19th / early 20th century
-
Administrative
→ creation of clear managerial hierarchies -
Bureaucratic
→ reduce ambiguity and inconsistency in decision-making -
Scientific
→ eliminate wasteful movements
mid-20th century
-
HR Movement
→ concerns about employee morale and motivation -
TQM & Lean
→ emphasized continuous / flow improvement -
Systems Theory
→ optimizing the entire system rather than isolated parts.
late 20th century onwards
-
Knowledge & Information Technology
→ capturing and leveraging the intellectual capital of the organization -
Agile & Project
→ adaptation
“The 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 → 5)
- 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.
Define History as input of the model. (2)
- Understanding the current state and future possibilities by understanding the past and
- which people in what way influenced changes (position, performance).
Informal organisation
(Transformation Process) (3)
- culture
- values
- communication
What are managers actually doing? What is the manager’s role?
- Formal roles
- Interpersonal roles
- Informational roles
- Decisional roles
-
Formal roles:
Authority and status -
Interpersonal roles:
Figurehead and leader -
Informational roles:
Monitor and spokesperson -
Decisional roles:
Entrepreneur, disturbance handler, negotiator, resource allocator
What does congruence mean? (5) X SONG
Congruence = the degree to which …
- needs,
- demands,
- goals,
- objectives,
- and/or structures
… of one component are consistent with those of the other
How can you extend the congruence model? (2) X
With impact:
Social and environment
