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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
Q

differentiation

A

organizations that attempt to distinguish their products or services from others in the industry e.g. roots

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26
Q

low cost leadership

A

increase market share by emphasizing low cost compared to competitors e.g. walmart

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27
Q

4 miles & snow strategies

A

prospector: innovate
defender: stability
analyzer: both
reactor: respond to threats as they come

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28
Q

3 contingency effectiveness approaches

A

resources-based
internal-process
goal approach

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29
Q

resources-based approach

A

assumes organizations must be successful in obtaining resources in order to be effective

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30
Q

internal-process approach

A

effectiveness is measured as internal organization health and efficiency

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31
Q

goal approach

A

effectiveness consists of identifying an organization’s output goals

32
Q

competing values model

A

tries to balance a concern with carious parts of the organization, not just one

33
Q

4 emphasis of competing values model

A

human relations emphasis
internal process emphasis
open systems emphasis
rational goal emphasis

34
Q

goals of human relationship emphasis

A

human resource development, cohesion, morale, training

35
Q

internal process emphasis

A

stability, equilibrium, info management, communication

36
Q

open systems emphasis

A

growth and resource acquisition, flexibility, readiness, external evaluation

37
Q

rational goal emphasis

A

productivity, efficiency, profit,

38
Q

4 components of balanced scorecard

A

financial performance
customer service
internal business process
potential for learning and growth

39
Q

3 key components of organizaitonal structure

A

designates formal reporting relationships
group together individuals into departments
design systems for effective communication

40
Q

centralized decision making

A

problems and decisions are funneled to top levels of hierarchy for resolution

41
Q

decentralized decision making

A

decision authority is pushed down to lower organizational levels

42
Q

3 vertical linkages

A

hierarchy
rules and plans
vertical info system

43
Q

vertical info systems

A

periodic reports, written info, computer-based communications distributed to managers

44
Q

5 horizontal linkages

A 
information systems
direct contact
task forces
full time integrators
teams
45
Q

information systems

A

routinely exchange info about problems, opportunities, activities, or deciisons

46
Q

task forces

A

temporary committee composed of reps from each unit affected by a problem

47
Q

teams

A

permanent task forces for large scale projects, major innovations, or new product lines

48
Q

3 situations to use matrix

A

pressure to share scarce resources across product lines
enviro pressure for 2+ critical outputs
enviro domain is complex and unstable

49
Q

4 symptoms of structural deficiency

A

decision making is delayed
org does not respond innovatively to changing environment
goals not being met
too much conflict

50
Q

buffer roles

A

absorb uncertainty from the environment and help technical core (e.g. HR)

51
Q

boundary spanning roles

A

link and coordinate an organization with key elements in the external analysis (e.g. competitive analysis)

52
Q

differentiation between departments

A

the differences in cognitive and emotional orientations among managers in different functional departments

53
Q

structure of high uncertainty companies

A

organic, teamwork, decentralized
many deparments
many integrating roles
extensive planning, forecasing

54
Q

2 strategies to manage resources in environment

A

establishing inter-organizational linkages

controlling the environmental domain

55
Q

coopation

A

leaders from important sectors in the environment are made part of the organization

56
Q

interlocking directorate

A

formal linkage that occurs when a member of the BOD of one company sits in on BOD of another - direct vs. indirect

57
Q

executive recruitment

A

transferring executives

58
Q

4 ways to control the external environment

A

change of domain
political activity, regulation
trade associations
illegitimate activities

59
Q

5 ways to establish inter-organizational linkages

A 
ownership
formal strategic alliances
coopation, interlocking directorates
executive recruitment
advertising and pr
60
Q

3 factors that trustworthiness is based on

A

competence - can they help us
benevolence - do they want to help us
integrity - are they ethical

61
Q

4 models of interorganizational relationships

A

resource dependence
population ecology
collaborative network
institutionalism

62
Q

resource dependence

A

dissimilar, competitive

e.g. silicon valley “no recruit” pact

63
Q

collaborative networks

A

dissimilar, coopertative

e.g. sustainable waterloo region

64
Q

population ecology

A

similar, competitive

e.g. radioshack

65
Q

institutionalism

A

similar, cooperative

  • isomophism
    e. g. microsoft copying apple store layouts
66
Q

3 dimensions of isomorphism

A

mimetic - uncertainty, copying
coercive - political influence, laws and rules
normative - common training, accounting standards

67
Q

3 stages of population ecology

A

variation - selection - retention

*must find organizational niche with proper organizational form

68
Q

2 critical functions of culture

A

integrate members so they know how to relate to one another

help organization adapt to external environment by meeting its goals

69
Q

4 types of rites

A

passage - orientation
enhancement - awards night
renewal - development activities
integration - office parties

70
Q

4 types of cultures

A

adaptability
clan
mission
bureaucratic

71
Q

adaptability

A

focus on external environment through flexibility and change to meet customer needs

72
Q

mission culture

A

emphasis on clear vision of the organization’s purpose and on the achievement of goals to achieve the purpose

73
Q

clan culture

A

focus on the involvement of members and on rapidly changing expectations of the external environment

74
Q

bureaucratic culture

A

internal focus and a consistency orientation for a stable environment

75
Q

culture strength

A

the degree of agreement among members of an organization about the importance of specific values

76
Q

subcultures

A

develop to reflect the common problems, goals, and experiences that members of a team share

BU398 (2 decks)

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