Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

SMO 310 > Module 3 > Flashcards

Module 3 Flashcards

1
Q

Organizational theory

A

Organizations as practical necessities and challenging achievements

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Weber’s theory of modern bureaucracy

A

Structure
-formally defined and interrelated rules and roles

Technocracy
-roles as full time jobs allocated by qualification

Accountability
- central role for organizational record keeping

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Bureaucracy

A

Realization of human potential

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Structural contingency theory

A

Organizations are open systems beholden to their environment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Mechanistic organizations

A
  • centralized decision making
  • defined responsibility
  • formal rules as a means of control
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Organic organizations

A
  • distributed decision making
  • fluid responsibilities
  • more social forms of control
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Configurational theories

A

Many organizations for both mechanic and organic types

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Population ecology

A

How different organizations fit into different “food chains” or ecologies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Resource dependency

A

Resources shaped by power dynamics

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Institutional theory

A

Take for granted cultural dynamics and their influence for how we think about organizations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Organizational culture

A

How organizations develop their own distinct cultures and how they evolve

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Sense making and decision making in organizations

A

How particular understandings emerge and spread

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

The purpose of strategy

A

For the pursuit of:

  • sustainability
  • competing advantage
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Sustainable

A

Want an advantage that will ensure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Competitive advantage

A

Something rewarding at which we excel relative to our competitors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Positioning

A

Around a distinct set of activities that create value

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Operational effectiveness

A

Helpful but relatively easy to copy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

First order fit

A

Consistency across activities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Second order fit

A

Mutual enhancement of activities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Strategic position

A

External environment

Internal capabilities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

External environment

A

How appealing are strategies in light of external environment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Strategic choices

A

Corporate strategy

Business strategy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Corporate strategy

A

Which industry to compete in and how to manage competition in that industry

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Industry analysis

A

Making sense of the industry and what can be done to remain competitive in the industry

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Porters five forces

A
  • market power of buyer
  • market power of supplier
  • risk of substitution
  • risk of new entrants
  • rivalry between competitors
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Market power

A

Able to capture value

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

VRIO framework

A

Resources: anything that can be used to create value

Valuable
Rare
Inimitable
Organized

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Combinations in the VRIO framework

A

Single framework:competitive disadvantage

Organized and valuable: competitive parity

3/4 frameworks: temporary competitor advantage

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Organized (VRIO)

A

Are you doing anything with the resources?

These resources have potential value

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Valuable (VRIO)

A

Resources allows you to achieve something of value

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Rare (VRIO)

A

Something cannot use/ hard for them to use

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Inimitable (VRIO)

A

Difficult for competitors to achieve same result through different means

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Tactical analysis

A

How people are likely to react to our strategies? We need tools to predict their reactions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Game theory

A

-form of tactical analysis

Various players with their own reactions and actions

Must know players to make good predictions. Then envision the game you want them to play

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Schein’s model of organizational culture

A

Artefact <>espoused beliefs and values <> underlying assumptions

36
Q

Artefacts (schein)

A

Surface layer (visible) that give us an idea of what the organization might be like

Ex)
Activities (rituals, traditions, rewards and punishments)

Objects (posters, products, furniture/ space of the company)

Language (rules, stories, humour)

37
Q

Espoused beliefs and values (Schein)

A

Principles or goals that organizations feels have intrinsic worth
-justify the way things are done (therefore can contradict artefacts)

Ex) “we believe in…”

Team spirit

Killer instinct

38
Q

Underlying assumptions

A

Truth about an organization
-taken for granted until proven untrue

Ex) people work best in teams> team spirit

39
Q

Inertia

A

In an organization, refers to dynamics that keep and organization running the same way over time

-impedes any effort for change in an organization

40
Q

Pragmatic sources of inertia

A

Resistance due to self interest (or perceived collective interest)

41
Q

Sources of pragmatic inertia

A

Loss of enjoyment or motivation

Ex) job is less enjoyable because of a change so you are less inclined to make the change

Fear of failure

Loss of power or prestige

42
Q

Normative inertia

A

Moral resistance or concerns about appropriateness

43
Q

Sources of normative inertia

A

Prevailing social norms
-change does not match with organizations essence

Moral disapproval

Evaluations of motivation and good faith
-is the change good for the company or just the individual?

44
Q

Cognitive inertia

A

Resistance based on sense and understanding

-how we understand the world around us

45
Q

Sources of cognitive inertia

A

Habituation

  • without thinking you do something a certain way
  • difficult to change

Uncertainty and ambiguity
-Unsure what should be done

Taken-for-grantedness
-organization is so part of our lives that we don’t think about them (until they change)

Exhaustion

  • people too tired to implement change
  • common in organizations that see lots of change
46
Q

Responses to change

A

Active resistance
Passive resistance
Compliance
Enthusiastic support

47
Q

Enthusiastic support

A

Aim when enacting change

48
Q

Compliance

A

People unlikely to fix problems when they arise and could lead to failure
-form of mild inertia

49
Q

Passive resistance

A

People hope change will fail

Will not work to make change a success

50
Q

Active resistance

A

People trying to make change fail and maintain status quo

51
Q

Disrupting existing structures

A

Sense making

Questioning moral associations or social norms

Subverting existing controls and sanctions

52
Q

Sense making (disrupting existing structures)

A

Undermine existing assumptions and beliefs

53
Q

Questioning moral associations and norms

A

Why are things done the way they are done?

Explain how change matches with values

54
Q

Subverting existing controls and sanctions

A

People trying to implement change are not punished

55
Q

Building momentum

A

Sense making

Coalition building

Building spaces for mora support and communication

56
Q

Sense making (building momentum)

A
  • Define change goals
  • advocate change goal to make people believe in its necessity
  • coordinate plan for change
57
Q

Coalition building

A

Influential people help others see their self interest in supporting the change

58
Q

Building spaces for moral support and communication

A

Leave physical space for people to talk and re-energize each other

59
Q

Entrenchment (of a new model)

A

Enabling and policing change

Valorizing and demonizing

Normalizing and routinizing

60
Q

Enabling and policing change

A

Reward and punishment

61
Q

Valorizing and demonizing

A

Celebrate those who embrace change and cast in bad light those that don’t

62
Q

Normalizing and routinizing

A

People start to take the change for granted

63
Q

Institutional theory

A

The facts of social life and how we observe that people in a society act

64
Q

Three dimension that institutions influence people on once established

A

Regulative/ pragmatic: mechanisms that keep people interested in institution for self interest

Normative: institution in place so it makes sense to take it into account

  • not doing so has negative consequences
  • socially entrenched

Cognitive: institution is so obvious we take it for granted

65
Q

Institutional logics

A

Whole set of roles and relationships that define a recognizable area of social life

66
Q

Social legitimacy of organizations

A

Belief that organization is competent, moral, and rational

The social value that stakeholders base their investment in a company on

67
Q

Institutional logics

A

Shape social evaluations

68
Q

Substantive decisions

A

Governance, routines, incentives

-organizations can align themselves this way to achieve legitimacy

69
Q

Symbolism and rhetoric

A

Adopt motivations, justifications and gestures

-keeps people motivated and invested in institution

70
Q

Corporate social responsibility (CSR)

A

Stakeholders believe that corporation has duty to act ethically for the good of society

71
Q

Two approaches to instrumental justification of CSR

A

Cosmetically: Good PR and token/serious gestures
-people see you are a good organization

Strategic: seek profitable lines of good behaviour

72
Q

Ethical justification of CSR

A

Organization cannot just be about business because they shape the environment around them

73
Q

Levers

A
  • work specialization
  • departmentalization
  • chain of command
  • span of control
  • centralization
  • formulization
  • boundary spanning
74
Q

Span of control

A

Number of subordinates supervised by a manager

75
Q

Work specialization

A

Specialize in a single task/job

76
Q

The principal of liking

A

People like people who like them

77
Q

Similarity

A

Used to create bonds in an organization

78
Q

Praise

A

Charm and disarm

-for a poor worker, find a trait you like about them and compliment them about it. They are likely to improve their work.

79
Q

The principal of reciprocity

A

People inclined to treat you how you treat them

80
Q

Principle of consistency

A

People align with their commitments

81
Q

Principle of social proof

A

People follow the lead of similar others

82
Q

Principle of authority

A

People defer to experts

83
Q

Principle of scarcity

A

People want more of what they have less of

84
Q

First dimension of power

A

Visible in organization

-preferences and decisions common and visible

85
Q

Second dimension

A

Visible in agenda

-sets behaviours of groups and individuals

86
Q

Third dimension of power

A

Subtle

-look beyond human behaviour

SMO 310 (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions