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Org Sci > Midterm > Flashcards

Midterm Flashcards

1
Q

What is an org

A

a collaborative with a goal and fucntion hierarchy/command strcuture not simple
-Goal: change organizations
-Run: manager, supervisor
-Marketing/communications
Theories: historical and current

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2
Q

Philosophy

A

Subjective: exist because we say so/define it-experience or perceive it
Objective: exist as na entity that can be measured

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3
Q

Classifying an Org

A

By the purpose, size, sector, contribution-important perspectives

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4
Q

Why Organize?

A

Division of labor - durable, reliable, accountable
Take advantage of large scale technology
Exert power and control
Legal protection

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5
Q

How do Orgs and environments interact?

A

the environment impacts org, for example covid with classrooms
Orgs change the environment for example amazon with prime shipping

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6
Q

What is an organization?

A

Social collective with a recognized boundary coordinating systems existing in embedding environments and engaging is purposeful, goal directed activities

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7
Q

What evidence says it exist?

A

Recognised as legal entity
Others are interacting with them
They are impacting their environment
Letting the org control them
Do things that individuals connect
Outlast individuals
They have a life cycle

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8
Q

What did Socrates do for orgs

A

Transferable management abilities/duties

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9
Q

What did Adam smith do for orgs?

A

First call for division of labor, leads to greater gains and the need to dedicate resources. This leads to time savings, the use of machinery and an increase in skilled workers

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10
Q

What did SunTzu do for Orgs?

A

The importance of information, unpredictability requires flexibel startegies. Enviroments interact with an organization

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11
Q

What did Daniel McColluh do for orgs?

A

First call for scientific managements. Division of reponsibilities which started IR, people beginning to spread out so managersmust reasses how to manage people in different settings

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12
Q

What did Karl Marx do for orgs?

A

He developed the theory that capital-human capital requires an economic order. He wrote about the subordination of people, alienating people and resistance

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13
Q

What caused the Industrial Revolution?

A

The availibity of tech to make orgs more efficient. Subordination of labor created the working class, this eroded the skilled craftperson model, established the labor system, and created profiessiona managers. Struggles, subcontrators and social control leads to the rise of labor unions and interdependence of tasks.

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14
Q

Differnce between onformal and formal orgs?

A

Formal- rules, policies and structure
Informal- procudeure, enviroment and org culture

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15
Q

what did emily durkheim do for org?

A

she empahsized the hierchy of work and interdependece. She also emplazised informal vs. formal orgs

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16
Q

What is scientific management

A

uses science to break down components into parts. This would reduce employees to objects. This broke down work into a simple task.

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17
Q

What is job analysis

A

looking at price and the efficiency while studying orgs

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18
Q

What is scientific selection?

A

Choosing based on skills instated of who you know

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19
Q

What is cooperation?

A

exchange between labor and management

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20
Q

What did Federick Taylor do for orgs

A

Father of scientific management. He implemented Smiths ideas in factories. Bureaucracy are rational and mechanical view

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21
Q

What did Henry Fayol do for orgs?

A

administrative theory- top down approach clear structure of control. Five functions: plan, organize, command, coodinate, control. Line vs. staff manager
Seperation of person and job.

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22
Q

What did Max Weber bring to orgs?

A

Sources of authority
Traditional: authority through tradition
Charismatic: we like them, motivating, attrcative
Rational-Legal:just the rules that need to be followed

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23
Q

Formal set of rules

A

filow the rules/guidelines

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24
Q

Intrumentalism

A

rules are a way to gte thngs done, intrument ot guide you

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25
Q

Rational-legal authotiry

A

follow the rules to get things done

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26
Q

Simons Proverbs of admin

A

contracistory proverb: for every succesful thing there are others more succesful
Bounded Rationality: limited processing, alternatives, perfection

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27
Q

Humanism

A

Orgs exit to serve human needs
p-o fir focusing more on the people

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28
Q

What did lily do for orgs

A

Emphasized the psych aspects of work, crtiqued taylors minimalization of people

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29
Q

Mary Follet

A

Industrial and worplace accidents prevalent, Looked at the psychology behind why people follow rules, Situational strength.

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30
Q

What did chester barnard do fororgs

A

Cooperation-how to cooperate with one another
Common moral purpose: for efficency and the enjoyment of work leads to a more common sense of objectives
Incentives: work for compensation, experience, community, benefits

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31
Q

what did felix do for orgs

A

Hawthorne Studies: scientific management study
Observation impacted performance
Informal standards
dissatisfaction is a fucntion of employees not work
Labor is no longer just an object

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32
Q

what did abarahm do for orgs

A

Hierchy of needs: physoclogival, safety, love, self esteem, self actualization

33
Q
  • New forms and theories emerge after the bureacracy. modernist approaches
A

○ Historical Impacts
○ WWII
○ Technology
○ Globalization

34
Q

Systems require:

A

○ Control - but how do we control the uncontrollable
○ Whole-person approach
○ Differentiation conflicts with integration
○ Complex controls systems required
○ Leads to numerous paradoxes
Levels of analysis and conceptualization

35
Q

Von Bertalanfly

A

Differntation
specialization
Integration

35
Q

McGregror socio-technical systems

A

theory x- mechanistic
theory y-humanistic
theory z-group based systems

35
Q
A
35
Q

Contingency Theory- Lawrence & Lorsch

A

impacted by the environment. environment variations affect internal orgs structures

36
Q

Burns & Stalker

A

Orgs are rational. organic v. mechanistic all impacted by enviroment

37
Q

Mitzberg

A

Five parts of modern org:
startegic apex
middle line
operating line
techonostructure
support staff

37
Q

Ford

A

Assembly line.just in case

37
Q

Janis Groupthtink

A

strict adhere to group concensus. Collective rationaliztions to protect groups. Extreme humanism and systems

38
Q

Toyota

A

group-based production, just in time

39
Q

Open Systems theory

A

inputs turns to throughputs and those turn into outputs.
Environment on outside of all those and interacting with inputs and outputs.
Differentiation - movement toward specialization
Entropy - orgs must add energy
Homeostasis - desire to achieve steady-state
Equifinality - more than one way to adapt and survive

39
Q

McDonalds

A

effiency, speed and service. Calculability and predictability and control

40
Q

Stakeholders

A

Anyone or anything that has a stake in any organization, waht it does, and how it performs. Stakeholders are both internal and external

40
Q

Effectiviness Crtiteria

A

productvity
Quality
Indirect

40
Q

Effectiveness

A

this means very different things for different orgs, depends on the perspective

41
Q

Objective v Subjective critria

A

objective- onservable, quantifiable
Subjective-,rating or judgements

41
Q

Org Ethics

A

Consider individual and organizational level behaviors

42
Q

Model of Ethos

A

Ulirarian Model - greatest good for number of people
Moral Rights- maintain fundamental rights of those imoacted
Justice Model- distributing benefits and harms equitably

43
Q

Why do people behave unethically

A

personal ethics
self inetrext
Outside pressures

43
Q

How do we know where the line is

A

Laws
Stakeholders
Societal
Professional Associations
Individual

43
Q

What creates an ethical org

A

Ethical structure and control, ethical culture and support from stakeholders

43
Q

perspectives on Ethics

A

deontological-phillisophical
Ulitalirian-improves work

44
Q

what is a social enterprise

A

generate profits that fund a social cause, maximize benefits and environment

44
Q

what is corporate social responsibility

A

Orgs have an ethical resposibility to do the right things. Actions apper to futher some social good beyond the inetrest of the firm and that is required by the law.

44
Q

what is an org enviroment

A

An entity outside the boundary of the organization, providing inputs, absorbing output, and influencing the throughput of the organization.

45
Q

General affects all orgs

A

social and demographic
Cultural
Legal
Political
Economic
Technlogy
Physical

45
Q

Orgs have to:

A

Manage boundaries
Get inputs
Distribute outputs
Monitor the environments

45
Q

Specific- Affects particular orgs

A

Customers
Supplier/distributors
Unions/Labor
Competitors
Government/regulators

46
Q

How do orgs manage boundaries

A

Buffering- protect oneself, stockpile resources, leveling homeostasis, forecasst planning and stategizing
Spanning-monitoring, contracting, strategic alliances, joint ventures

47
Q

Characteristics of Enviroments

A

complexity
dynaism
richness
c+d+r=enviromental uncertainity

48
Q

Population ecology

A

orgs emerge to fill niches, success is selected failure is de-slected. A passive natural selection process

48
Q

what is cotigency theory

A

orgs are rational, mechanistic and organic. orgs will evolve to fot their enviroment but assivaly

48
Q

what is resource dependency theory

A

orgs require resources, adopt acquisition strategies. orgs will develop strcutures that optimize ability to get resources

48
Q

Institutional Theory

A

orgs will grown within their industries. isomorphism increases and outliers decrese. Process adn outcomes btoh important ind eterming structure

49
Q

Org Evolution

A

active pop ecology, drawn from biology, biological evolution

50
Q

Org Evolution: Variation

A

Internal v. External
Intentional v. Blind

51
Q

Org Evolution: Selection

A

what works what does not

52
Q

Org Evolution: Retention

A

Variation Propogates

52
Q

Orgs Structure

A

all orgs have one, all orgs have attainable goals

53
Q

Characteristics of Org Structure

A

differentiation- more complex as it gets bigger
Centralization- are they?
Formalization- harder to control but better able to respond to environment

54
Q
A
55
Q
A
56
Q
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57
Q
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58
Q
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Org Sci (3 decks)

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