OD Step 5-Coordination, control and information systems Flashcards
Amount of information
overall volume of data that the organization must collect, process, and store on a regular basis
Centralization
the degree to which coordination and control of the organizations work are managed by a core person or level of the organization, usually corporate headquarters
Clan model
design of coordination and control systems that rely on high formalization, especially strong behavioral norms, and high decentralization; there is a greater tendency for homogeneity (rather than variety) of systems than in the mosaic model
Control systems
methods for assuring quality and efficiency of information flow between the highest and lowest level of the firm
Coordination systems
methods for linking together the otherwise disparate elements of an organization’s structure and supporting flexibility and adaptiveness within and across departmental or divisional boundaries
Coordination and control systems
systems that integrate the various parts of the organization to support goal achievement and responsiveness to the environment or task demands
Data-driven systems
an information-systems design approach that emphasizes capture, processing, and transfer of high volumes of data that is explicit in nature; an appropriate design model if the overall amount of information processing in the firm is high and the tacit nature of information is low
Decentralization
the degree to which responsibility for coordination and control lies in the subunits of the firm and individual managers, rather than corporate headquarters or one specific level of the hierarchy
Event-driven systems
an information systems design approach that emphasizes transfer of meaningful data associated with specific occasions or results as they occur; an appropriate design model if the overall amount of information processing in the firm is low and the tacit nature of information is low
Family model
design of coordination and control systems that rely on informal and centralized means of control
Formalization
the degree to which the organization specifies a set of rules or codes to govern how work is done
Information system
methods for providing meaningful data to decision makers both vertically and horizontally in the organization; information systems may be computer-based, but this is not necessary
Machine model
design of coordination and control systems that rely on informal and centralized means of control
Market model
design of coordination and control systems that rely on informal and decentralized means of control
Mosaic model
design of coordination and control systems that rely on high formalization and high decentralization; there is a greater tendency for heterogeneity (rather than similarity) of systems than in the clan model
