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BU398 > Midterm > Flashcards

Midterm Flashcards

1
Q

closed system

A

does not depend on its environment, sealed off from the outside world

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2
Q

open system

A

interacts with the environment to survive; consumes and exports resources

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3
Q

technical core

A

people who do the basic work of the organization

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4
Q

top management

A

provides direction, strategy, goals

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5
Q

middle management

A

implementation, coordination and mediating

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6
Q

technical support

A

helps organizations adapt to environment through scanning and creating innovations

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7
Q

administrative support

A

responsible for the smooth operation and upkeep of the organization

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8
Q

6 structural dimensions

A 
formalization
specialization
hierarchy of authority
centralization
professionalism
personnel ratios
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9
Q

formalization

A

the amount of written documentation in the organization

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10
Q

specialization

A

the degree to which organizational tasks are subdivided into separate jobs

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11
Q

hierarchy of authority

A

who reports to whom and the span of control for each manager

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12
Q

centralization

A

hierarchal level that has authority to make a deciison

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13
Q

professionalism

A

level of formal education and training of employees

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14
Q

personnel ratios

A

deployment of people to various functions and departments

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15
Q

5 contextual dimensions

A 
goals and strategy
environment
size
culture
techonology
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16
Q

contextual dimensions

A

characterize the whole organization - the organizational setting that influences and shapes the structural dimensions

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17
Q

structural dimensions

A

provide labels to describe the internal characteristics of an organization - create basis for measuring and comparing organization

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18
Q

stakeholder approach

A

balance the needs and interests of various stakeholders in setting goals and striving for effectiveness

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19
Q

chaos theory

A

organizations should be viewed more as natural systems than well-oiled predictable machines

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20
Q

learning organizaition

A

promote communication so everyone is engaged in identifying and solving problems

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21
Q

6 s of principle of fit

A

strategy
structure
systems

skills
staff
style

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22
Q

social constructionist perspective

A

the purpose of business is whatever people decide it is - business is a social invention

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23
Q

3 types of goals

A

official
operative
informal

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24
Q

4 porter’s competitive strategies

A

low cost leadership
focused low cost leadership
differentiation
focused differentiation

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25
differentiation
organizations that attempt to distinguish their products or services from others in the industry e.g. roots
26
low cost leadership
increase market share by emphasizing low cost compared to competitors e.g. walmart
27
4 miles & snow strategies
prospector: innovate defender: stability analyzer: both reactor: respond to threats as they come
28
3 contingency effectiveness approaches
resources-based internal-process goal approach
29
resources-based approach
assumes organizations must be successful in obtaining resources in order to be effective
30
internal-process approach
effectiveness is measured as internal organization health and efficiency
31
goal approach
effectiveness consists of identifying an organization's output goals
32
competing values model
tries to balance a concern with carious parts of the organization, not just one
33
4 emphasis of competing values model
human relations emphasis internal process emphasis open systems emphasis rational goal emphasis
34
goals of human relationship emphasis
human resource development, cohesion, morale, training
35
internal process emphasis
stability, equilibrium, info management, communication
36
open systems emphasis
growth and resource acquisition, flexibility, readiness, external evaluation
37
rational goal emphasis
productivity, efficiency, profit,
38
4 components of balanced scorecard
financial performance customer service internal business process potential for learning and growth
39
3 key components of organizaitonal structure
designates formal reporting relationships group together individuals into departments design systems for effective communication
40
centralized decision making
problems and decisions are funneled to top levels of hierarchy for resolution
41
decentralized decision making
decision authority is pushed down to lower organizational levels
42
3 vertical linkages
hierarchy rules and plans vertical info system
43
vertical info systems
periodic reports, written info, computer-based communications distributed to managers
44
5 horizontal linkages
``` information systems direct contact task forces full time integrators teams ```
45
information systems
routinely exchange info about problems, opportunities, activities, or deciisons
46
task forces
temporary committee composed of reps from each unit affected by a problem
47
teams
permanent task forces for large scale projects, major innovations, or new product lines
48
3 situations to use matrix
pressure to share scarce resources across product lines enviro pressure for 2+ critical outputs enviro domain is complex and unstable
49
4 symptoms of structural deficiency
decision making is delayed org does not respond innovatively to changing environment goals not being met too much conflict
50
buffer roles
absorb uncertainty from the environment and help technical core (e.g. HR)
51
boundary spanning roles
link and coordinate an organization with key elements in the external analysis (e.g. competitive analysis)
52
differentiation between departments
the differences in cognitive and emotional orientations among managers in different functional departments
53
structure of high uncertainty companies
organic, teamwork, decentralized many deparments many integrating roles extensive planning, forecasing
54
2 strategies to manage resources in environment
establishing inter-organizational linkages | controlling the environmental domain
55
coopation
leaders from important sectors in the environment are made part of the organization
56
interlocking directorate
formal linkage that occurs when a member of the BOD of one company sits in on BOD of another - direct vs. indirect
57
executive recruitment
transferring executives
58
4 ways to control the external environment
change of domain political activity, regulation trade associations illegitimate activities
59
5 ways to establish inter-organizational linkages
``` ownership formal strategic alliances coopation, interlocking directorates executive recruitment advertising and pr ```
60
3 factors that trustworthiness is based on
competence - can they help us benevolence - do they want to help us integrity - are they ethical
61
4 models of interorganizational relationships
resource dependence population ecology collaborative network institutionalism
62
resource dependence
dissimilar, competitive | e.g. silicon valley "no recruit" pact
63
collaborative networks
dissimilar, coopertative | e.g. sustainable waterloo region
64
population ecology
similar, competitive | e.g. radioshack
65
institutionalism
similar, cooperative - isomophism e. g. microsoft copying apple store layouts
66
3 dimensions of isomorphism
mimetic - uncertainty, copying coercive - political influence, laws and rules normative - common training, accounting standards
67
3 stages of population ecology
variation - selection - retention | *must find organizational niche with proper organizational form
68
2 critical functions of culture
integrate members so they know how to relate to one another | help organization adapt to external environment by meeting its goals
69
4 types of rites
passage - orientation enhancement - awards night renewal - development activities integration - office parties
70
4 types of cultures
adaptability clan mission bureaucratic
71
adaptability
focus on external environment through flexibility and change to meet customer needs
72
mission culture
emphasis on clear vision of the organization's purpose and on the achievement of goals to achieve the purpose
73
clan culture
focus on the involvement of members and on rapidly changing expectations of the external environment
74
bureaucratic culture
internal focus and a consistency orientation for a stable environment
75
culture strength
the degree of agreement among members of an organization about the importance of specific values
76
subcultures
develop to reflect the common problems, goals, and experiences that members of a team share

BU398 (2 decks)

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