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Fundamentals Of Management And Organisation > Organisation of Organisations > Flashcards

Organisation of Organisations Flashcards

1
Q

Who wrote Fashion or Fit about organisational deisgn

A

Henry Mintzberg

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2
Q

who is included in the strategic apex

A

top management, founders, creaters

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3
Q

who is included in the operating core

A

employees doing the basic work of the organisation

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4
Q

who is included in the middle line

A

managers and HODs

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5
Q

what is technostructure

A

formal planning and design of work

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6
Q

who are the support staff

A

mail room, canteen, public relations etc

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7
Q

is machine bureaucracy fashionable still

A

no

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8
Q

when is machine bureaucracy used

A

mass production, eg MCDonalds

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9
Q

why is machine bureaucracy used

A

cheap and efficient

little training needed, low skilled jobs

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10
Q

what type of work can people in machine bureaucracyexpect to be doing

A

dull and repetitive work
alienated employees
stability and production quality standards
no favourtism - equality

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11
Q

examples of professional bureaucracy

A

hospitals, universities, accounting firms

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12
Q

are there many managers in professional bureaucracy why/ why not?!

A

not many as employees are trusted to work independently

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13
Q

what is professional bureaucracy

A

when employees are highly trained and have a standarisation of skills

each employee can work independently of their colleagues because of this standardisation

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14
Q

difference between machine bureaucracy and professional bureaucracy

A

professional is more democratic and complex

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15
Q

what is a divisonalised form

A

independent entities joined together by a loose administative pverhead

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16
Q

is risk taking and innovation encouraged in machine bureaucracy and divisionalised form

A

no

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17
Q

is the divisionalised form popular

A

yes, spread through a lot of fortune 500

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18
Q

what happens when one division in divisionalised form goes sour
is this effective

A

management is changed

no, not from the standpoint of society

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19
Q

what is performance control like in divisionlaised form

A

lots of it

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20
Q

what is a simple structure

A

flexible, dynamic enviornment
rapid innovation
direct supervisoion of CEO and small staff and middle line

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21
Q

why are there no older simple structures

A

more aimed for start ups

often start ups fail when transitioning into bureaucratic structures

22
Q

what age are divisionalised forms

A

usually older

23
Q

what is adhocracy

A

combined efforts in project teams

24
Q

example of adhocracy

A

NASA

25
Q

how does power work in adhocracy

A

flows and changes to whoever has the best necessart skills for the current project

26
Q

is adhocracy fashionable

A

yes

27
Q

drawbacks of adhocracy

A

nothing can get done without sufficient communication prior

28
Q

what happens to older adhocracy structures

A

drawn more to bureaucracy because people seek stability as they get older

29
Q

is innovation a common feature of machine bureaucracy

A

no

30
Q

is it easier to change the structure of an organisation or the industry

A

industry

eg revolution over evolution

31
Q

in collaborative organisations, how can a hierarchy be reformed

A

decison making through self-organising teams rather than traditional management

32
Q

what is self governance

A

when a group can rule and regulate among themselves, without need for extrnal authority

33
Q

features of a community form

A

shared goals and purposes
self organisation and self assignment to tasks
trust based collaboration and sharing of knowledge and idea
some leadership roles
resources openly available
rewards are extrinsic and intrinsic

34
Q

features of a hierarchy form

A

authority over lower level units
structural principles for organising tasks
management allocates tasks and resources
rewards based on hours etc
higher level units have broader access to info and filter it down to relevant departments

35
Q

example of a hybrid form

A

hierarchy + community = adhocracy

36
Q

if a company is looking to improve innovation and adpativeness what form should they move towards

A

community for collaboration and knowledge sharing

37
Q

where more control and orchestrated actions are needed in an organisation, what form should they move towards

A

hierarchy

38
Q

to improve resource alloation what form should an organisation move towards

A

market

39
Q

features of a market form

A 
exchange between parties
quality assurance
allocates resources to highest bidder
info from economic actors
reputation matters
40
Q

examples of community organisations for tech

A

GitHub

41
Q

opposite of herd behaviour in organisations

A

wisdom in crowds eg hackathon for prizes

42
Q

why will choosing one form and sticking to it be a good idea

A

encourages effective communication and co-ordination

43
Q

who are the middle line

A

managers and HODs

44
Q

who are the operating core

A

admin, machine operation, sales

45
Q

who are the technostructure

A

IT, HR, traiing

46
Q

example of divisionalised form

A

county council
MNCs
Managers by region, managers by industry

47
Q

example of adhocracy

A

film company

tech companies

48
Q

what can result from poor organisational design

A

confussion about roles, lack of communication, slow decision making, stress, uneccesaary complexity

49
Q

in the 2nd industrial revolution Adam Smith came up with divison of labour, what is this

A

allocating labour to those with the best necessary skills

50
Q

problems with organisational design fashion fads

A

too simplified to apply to real world
promise unachievable outcomes and efficiency
raise hopes, dont deliver results
1-size doesnt fit all

51
Q

how do fashion fads in organiational design gain fame

A

famous followers

Fundamentals Of Management And Organisation (11 decks)

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