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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
Rational-legal authotiry
follow the rules to get things done
26
Simons Proverbs of admin
contracistory proverb: for every succesful thing there are others more succesful Bounded Rationality: limited processing, alternatives, perfection
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Humanism
Orgs exit to serve human needs p-o fir focusing more on the people
28
What did lily do for orgs
Emphasized the psych aspects of work, crtiqued taylors minimalization of people
29
Mary Follet
Industrial and worplace accidents prevalent, Looked at the psychology behind why people follow rules, Situational strength.
30
What did chester barnard do fororgs
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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what did felix do for orgs
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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what did abarahm do for orgs
Hierchy of needs: physoclogival, safety, love, self esteem, self actualization
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- New forms and theories emerge after the bureacracy. modernist approaches
○ Historical Impacts ○ WWII ○ Technology ○ Globalization
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Systems require:
○ 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
Von Bertalanfly
Differntation specialization Integration
35
McGregror socio-technical systems
theory x- mechanistic theory y-humanistic theory z-group based systems
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Contingency Theory- Lawrence & Lorsch
impacted by the environment. environment variations affect internal orgs structures
36
Burns & Stalker
Orgs are rational. organic v. mechanistic all impacted by enviroment
37
Mitzberg
Five parts of modern org: startegic apex middle line operating line techonostructure support staff
37
Ford
Assembly line.just in case
37
Janis Groupthtink
strict adhere to group concensus. Collective rationaliztions to protect groups. Extreme humanism and systems
38
Toyota
group-based production, just in time
39
Open Systems theory
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
McDonalds
effiency, speed and service. Calculability and predictability and control
40
Stakeholders
Anyone or anything that has a stake in any organization, waht it does, and how it performs. Stakeholders are both internal and external
40
Effectiviness Crtiteria
productvity Quality Indirect
40
Effectiveness
this means very different things for different orgs, depends on the perspective
41
Objective v Subjective critria
objective- onservable, quantifiable Subjective-,rating or judgements
41
Org Ethics
Consider individual and organizational level behaviors
42
Model of Ethos
Ulirarian Model - greatest good for number of people Moral Rights- maintain fundamental rights of those imoacted Justice Model- distributing benefits and harms equitably
43
Why do people behave unethically
personal ethics self inetrext Outside pressures
43
How do we know where the line is
Laws Stakeholders Societal Professional Associations Individual
43
What creates an ethical org
Ethical structure and control, ethical culture and support from stakeholders
43
perspectives on Ethics
deontological-phillisophical Ulitalirian-improves work
44
what is a social enterprise
generate profits that fund a social cause, maximize benefits and environment
44
what is corporate social responsibility
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
what is an org enviroment
An entity outside the boundary of the organization, providing inputs, absorbing output, and influencing the throughput of the organization.
45
General affects all orgs
social and demographic Cultural Legal Political Economic Technlogy Physical
45
Orgs have to:
Manage boundaries Get inputs Distribute outputs Monitor the environments
45
Specific- Affects particular orgs
Customers Supplier/distributors Unions/Labor Competitors Government/regulators
46
How do orgs manage boundaries
Buffering- protect oneself, stockpile resources, leveling homeostasis, forecasst planning and stategizing Spanning-monitoring, contracting, strategic alliances, joint ventures
47
Characteristics of Enviroments
complexity dynaism richness c+d+r=enviromental uncertainity
48
Population ecology
orgs emerge to fill niches, success is selected failure is de-slected. A passive natural selection process
48
what is cotigency theory
orgs are rational, mechanistic and organic. orgs will evolve to fot their enviroment but assivaly
48
what is resource dependency theory
orgs require resources, adopt acquisition strategies. orgs will develop strcutures that optimize ability to get resources
48
Institutional Theory
orgs will grown within their industries. isomorphism increases and outliers decrese. Process adn outcomes btoh important ind eterming structure
49
Org Evolution
active pop ecology, drawn from biology, biological evolution
50
Org Evolution: Variation
Internal v. External Intentional v. Blind
51
Org Evolution: Selection
what works what does not
52
Org Evolution: Retention
Variation Propogates
52
Orgs Structure
all orgs have one, all orgs have attainable goals
53
Characteristics of Org Structure
differentiation- more complex as it gets bigger Centralization- are they? Formalization- harder to control but better able to respond to environment
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Org Sci (3 decks)

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