PoM Flashcards
1
Q
organization
A
a collective effort to achieve specific objectives
2
Q
efficiency
A
using minimal resources to achieve goals
3
Q
effectiveness
A
choosing appropriate means to reach goals
4
Q
basic variables
A
- fixed costs
- variable costs
- break even point
- marginal revenue
- marginal costs
5
Q
transaction costs
A
costs incurred in market transactions
6
Q
horizontal integration
A
combining firms in the same industry
7
Q
vertical integration
A
combining firms at different production stages
8
Q
joint stock corporation
A
business entity allowing share ownership
9
Q
MNE
A
- multinational enterprise
- firm operating in multiple countries
10
Q
power structures
A
influence dynamics within organizations
11
Q
critical management studies
A
examines organizational problems like exploitation
12
Q
market failures
A
inefficiencies requiring government intervention
13
Q
public sphere
A
political domain distinct from private business
14
Q
private sphere
A
domain of individual business activities
15
Q
management role
A
coordinating activities in organizations
16
Q
emergent processes
A
unplanned development within organizations
17
Q
organizational structure
A
framework defining roles and responsibilities
18
Q
strategic management
A
focus on long-term competitive success
19
Q
complex organizations
A
firms with intricate structures and roles
20
Q
cognitive reasons
A
challenges in maximizing due to understanding limits
21
Q
ethical reasons
A
moral implications of profit maximization
22
Q
role of markets
A
efficient resource allocation mechanism
23
Q
governance
A
supervision of managers to align interests
24
Q
modern technologies
A
enable large scale production in organizations
25
specialization
focus on specific tasks to increase efficiency
26
coordination
efforts required for large organizations to function
27
weber
- bureaucracy
- 1921
- management based on rational principles and authority
28
legitimate authority
acceptance of authority based on three types: charismatic, traditional, legal
29
charismatic authority
leadership based on personal appeal and inspiration
30
traditional authority
power derived from historical customs and practices
31
legal authority
authority based on established laws and regulations
32
bureaucracy characteristics
- rules
- specified competencies
- hierarchy
- technical training
- neutrality
- written recording of rules and decisions
33
pros of bureaucracy
efficient, reliable, stable, precise management
34
cons of bureaucracy
- rigidity and lack of creativity
- only takes into consideration impersonal factors
35
scientific management
- focus on optimizing labor processes for efficiency
- Taylor
36
time studies
(Taylor)
measure average time for specific tasks
37
specialization increases efficiency due to:
- learning effects: efficiency increases with repeated task performance
- economies of scale: cost per unit decreases with increased production
- synergies: accomplishing similar tasks reduces overall efforts
38
fayol's functions of management
- planning
- organizing
- command
- coordination
- control
39
critique to taylor
- motivation exclusively through money
- can lead to monotony, increased speed of work, alienation and loss of self-determination
- Hawthorne and Theory X and Y
40
fayol
- administrative approach
- manage process as a whole
- organizing as engineering
41
fayol critique
- abstract principles
- no empirical proof
42
assumptions about the individual
- unreliable
- unable to understand the organization and take responsibility
- need to follow rules
- exclusively motivated materially
43
assumptions about the organization
- coordination comes from the top
- all that matters is efficiency
- future can be foreseen
- division of labor
- hierarchy
44
assumptions about theory
- able to produce generally applicable rules
- aim to increase efficiency
45
u-form
unitary structure focusing on functional differentiation
46
m-form
multidivisional structure to avoid u-form challenges
47
u-form challenges
- too many interfaces
- diffusion of responsibilities
- overwhelming load at the top
- low flexibility
48
matrix organization
- combines functional and project-based leadership
- solution to U and M forms
49
project organization
organizes tasks under unique and novel conditions
50
integration
bringing together elements for consistent task processing
51
differentiation vs integration
balancing specialization with cohesive task processing
52
burns and stalker study
examined organizational structure in changing environments
53
environmental influence
organizational structure affected by external conditions
54
classical organization theories
- early frameworks for understanding large organizations
- focused on structures
55
critique of classical theories
overemphasis on formal features and authority
56
environmental turbulence
speed of innovation affecting organizational structure
57
mechanistic structure
organizational design suited for stable environment. rigidity and hierarchy.
58
organismic structure
flexible design for adapting to turbulent conditions. requires cultural shift and commitment to shared goals
59
top-down decision making
hierarchical approach ineffective in turbulent environments
60
horizontal communication
lateral information flow in organismic systems
61
contingency theory
- organizational structure depends on environmental conditions
- basic assumptions:
1. each type of environment has an ideal structure
2. organizations can't change their environments
3. organizations need to deliver specific performance levels
62
performance levels
organization must meet acceptable, not necessarily maximized, performance
63
functional equivalents
multiple solutions exist for organizational problems
64
organizational environment
includes global, technological, political, socio-cultural factors
65
task environment
- directly influences organization
- competitors
- substitution products
- demanders
- suppliers
- industrial relations
66
complexity
number of diversity of elements in the environment
67
dynamics
rate of change within the organizational environment
68
pressure
threat level from environmental elements to organizations
69
equivocality
conflicting interpretations complicating decision-making
70
Ashby's law
adaptive systems must match environmental variety
71
organizational complexity
abstract concept evaluated by specialization and differentiation
72
resource dependence theory
organizations rely on external resources controlled by others
73
buffering
stockpiling resources to limit dependence
74
legitimacy
do relevant stakeholders accept the chosen strategy?
75
isomorphism
increasing similarity among organizations due to external pressures
76
rationalized myths
structures that appear rational but lack efficiency
77
stakeholder power
influence based on hierarchy, expertise, or resources
78
legitimacy demands
pressures for organizations to conform to norms
79
vertical differentiation
hierarchical layers within an organization increasing complexity
80
horizontal differentiation
number of functions within an organization increasing complexity
81
mimetic isomorphism
organizations imitate others to gain legitimacy
82
coercive isomorphism
organizations are pressured to adopt certain features
83
normative isomorphism
organizations conform to societal norms and standards
84
decoupling
pretending to adopt practices while not implementing them
85
institutional logics
different society spheres have unique legitimate and authority sources
state, market, profession (expertise and professional association)
86
environmental determinism
environmental conditions dictate organizational responses
87
value chain
how resources integrate in production processes
88
core competencies
unique strengths that provide competitive advantage
89
Porter's five forces
- threat of new entrants
- bargaining power of customers
- threat of substitutes
- bargaining power of suppliers
- rivalry among competitors
90
market saturation
degree of competition in a market
91
exit/entry barriers
costs associated with entering/leaving a market
92
niche market
targeting specific segment of the market
93
core market
primary area of business focus
94
organizational analysis
evaluating internal strengths and weaknesses
95
scenario development
creating potential future scenarios for planning
96
feasibility
availability of resources to implement a strategy
97
balanced scorecard
tool for measuring strategy implementation success
98
structural considerations
organizational structure's role in strategy execution
99
strategic HR management
aligning HR practices with strategic objectives
100
premise control
monitoring foundational assumption of a strategy
101
Hawthorne experiments
- study on how working conditions affect productivity
- increases in productivity cannot be explained by working conditions, but by individual employees and their interactions
102
human relations movement
- focus on employee motivation and interpersonal relations
"happy workers are good workers"
- contrast with Taylor (bc it was inhumane)
103
immaterial incentives
- goal attainment
- pride in the work
- influence
104
zone of indifference
area where employees accept authority without question
105
Maslow's hierarchy of needs
- needs categorized by urgency
- in organizations: the more an organization allows individuals to meet their needs, the more motivated they will be
106
critique of maslow
questions validity and measurement of needs
107
Herzberg's motivation-hygiene theory
- study on factors affecting job satisfaction
- dissatisfaction as a result of external factors
- satisfaction as a result of work-internal factors
108
dissatisfiers/hygiene factors
- dissatisfaction as a result of external factors
-e.g.: company policy, supervision, relationship with supervisor
109
satisfiers/motivators
- satisfaction as a result of work-internal factors
- e.g.: achievement, recognition, work itself, responsibility, growth
110
personal planning
ensuring adequate quality and quantity of personnel
111
theory X
- assumes humans dislike work and need control. wage is not sufficient for motivation.
- problematic outcomes ("vicious circle")
112
theory Y
- assumes work can fulfill human potential. humans have an untapped potential for creativity
- desirable outcomes ("virtuous circle")
113
intrinsic motivation
motivation derived from work itself
114
extrinsic motivation
motivation from external incentives, like wages
115
crowding out effect
extrinsic incentives diminish intrinsic motivation
116
over-justification
external rewards undermine intrinsic motivation
117
task identity
completion of a whole, identifiable piece of work
118
managerial legitimacy
ideological function securing management's authority
119
emergent organizational phenomena
processes beyond formal structures and intentons
120
rational-choice perspective
individuals make decisions to maximize efficiency
121
emergent decision making
decisions shaped by organizational processes
122
organizational differentiation
departments operate with unique rules and perceptions
123
organized anarchy
decision-making resembles a 'garbage can' model
124
oversight
formal decisions made, core problems unresolved
125
flight
formal decisions shifted, core problems remain
126
resolution
formal decisions lead to solving core problems
127
formal groups
planned groups focused on specific tasks. planned
128
informal groups
unplanned groups based on personal connections
129
formal groups
planned groups focused on specific tasks
130
cohesion
stability increases with group homogeneity
131
groupthink
- cohesive groups prioritize unanimity over critical thought
- when a group make decisions in way that prioritizes harmony and agreement over critical thinking
132
symptoms of groupthink
- indicators include illusion of invulnerability and self-censorship
- illusion of invulnerability
- blindness for ethical consequences
- rationalization
- steoreotypisation of outsiders
- self censorship
- group censorship
- brain guards
- illusion of unaniminity
133
avoiding groupthink
encourage doubt and designate a 'devils advocate'
134
espoused values
unwritten moral standards shared by members
135
typologies of cultures
attempts to categorize complex organizational cultures
136
dysfunctional cultures
negative cultures influenced by CEO personality
137
positive effects of culture
- orientation of action
- efficient communication
- fast decision making
- efficient implementation
- low control requirements
- motivation and team spirit
- stability
138
negative effects of culture
- tendency of closure
- devalorization of new orientations
- barriers to change
- traditional patterns of success
139
culturalism
culture as a lifeworld beyond managerial influence
140
course correction
middle ground approach to cultural change
141
emergence
a central feature in organizational behavior
142
limited rationality
decisions often arise from emergent, not rational, processes
143
power dynamics
interactions of power and resistance within organizations
144
causal power
A causes B to perform an action
145
episodic power
power is observable through specific behaviors
146
situational power
power varies across different contexts and situations
147
bases of coercive power
sources include position, skills, and resources
148
external uncertainty
low levels in monopolistic companies affect power
149
internal uncertainty
machinery malfunctions create challenges for technicians
150
value statements
impulses for re-orientation in organizational culture
151
resisting coercion
refusal undermines power's flow of domination
152
passive refusal
non-compliance as a form of resistance
153
active refusal
escalation of opposition against authority
154
forms of refusal
- work to rule
- strikes
- theft
- sabotage
155
manipulation
"power through non-decision"
- controlling decisions by steering them towards 'safe' topics
156
forms of manipulation
- anticipation of results
- mobilization of bias
- institutionalized rule- and norm-making
157
anticipation of results
people anticipate how power will be used in the future and act according to what they think is expected
158
mobilization of bias
excludes undesired options from decision processes
159
institutionalized rule-making
design of rules in favor of the powerful group
160
shortcomings of manipulation focus
- difficult to falsify and research empirically
- focus on individual behavior
- neglects higher level structures
161
resisting manipulation
voice allows participation in power discussions
162
forms of voice
includes trade unions, social movements, protests
163
domination
shaping of preferences and attitudes through power
164
sources of domination
unquestioned rules, ideology, cognitive schemas
165
technological rationality
efficiency-focused decisions benefiting powerful elites
166
culture management
framing culture as a resource for productivity
167
resisting domination
irony and cynicism as resentment. resentful detachment as a way to escape domination
168
cynicism
passive resistance to domination. creates distance from roles (employee feels like they don't have to be fully involved in their job, which can be a relief)
169
managerial view of cynicism
seen as a problem needing to be fixed
170
humanist view of cynicism
mechanism to protect the self from colonization
171
subjectification
how a person's feelings and thoughts affect the choices they make. organizational decisions shape?
172
centralized organization
decision-making power is concentrated at the top levels of management
173
sources of subjectification
- discipline
- discourses
- governmentally and self-monitoring mechanisms
174
resisting subjectification
creating alternative identities and representations
175
critical management studies
looks at limitations of common management theories and practices
176
coercion and manipulation
individual forms of power requiring resistance
177
domination and subjectification
structural forms of power needing escape and creation
178
escape
cynicism as a response to power relations
179
creation
using power to generate unintended outcomes
180
emancipation
transformation of theory to eliminate domination
181
marxism
critique of capitalism focusing on class struggle
182
critical theory
philosophical approach questioning societal structures
183
feminist theories
analysis of gender inequality in society
184
environmentalism
movement advocating for ecological protection
185
exploitation
workers receive less value than produced
186
wage disparity
difference between wage and value created
187
global south
developing countries with low wages
188
environmental destruction
profit generation harming natural ecosystems
189
alienation
loss of connection in production processes
190
corporate social responsibility
- CSR
- voluntary firm actions for social good
191
social enterprises
organizations prioritizing social value creation
192
sharing economy
model promoting resource accessibility and sharing
193
monological approach
individual-focused ethical decision-making framework
194
dialogical approach
involves stakeholders in ethical discussions
195
discourse ethics
norms derived from collective discussion
196
communicative rationality
argument-based consensus in discussions
197
ideal speech situation
equal power in discourse for fairness
198
partial organizations
application of organization theory in specific areas
199
features of organizations
- membership
- specified member roles
- formalized rules
- clear objectives
200
sanctions
consequences imposed for rule violations
201
hybrid organizations
entities meeting multiple, often conflicting, demands
202
institutional logics
competing frameworks shaping organizational behavior
203
lobbying
efforts to influence political decisions by organizations
204
behavioral pattern of groups regarding risk taking
groups tend to take more decisions than individuals because:
- diffusion of responsibility
- leadership: leaders take risks
- risk as social value
205
"centrifugal tendency"
- dilemma m-form
- independence of functions and units
206
global environment
- technological
- political/legal
- socio-cultural
- ecological
- macro-economic
207
features of information
- uncertainty
- equivocality
208
dimensions of characterizing organization
- complexity: variables in the environment
- dynamics: changes in environment
- pressure: threats from variables
209
stakeholder theory
any group/individual who can affect or is affect by the achievement of organizations objectives
210
environmental analysis
1- identification of key indicators and prognosis of developments
2 - analysis of interdependencies
3 - scenario of development and evaluation
4 - setting premises for further planning process
211
strategic options (fundamental questions)
1- where to compete?
2. according to which rules?
212
PDCA
Plan Do Check Act
213
strategic control (multi-level process)
- premise control
- implementation control
- strategic surveillance
214
Hawthorne effect
people change their behavior simply because they know they are being observed or studied
215
what characterizes good jobs?
- skill variety
- task identity
- task significance
- task significance
- autonomy
- feedback from the job
216
how to create better jobs?
- combining tasks
- forming natural work units
- establishing client relationships
- vertical loading
- opening feedback channels
217
vertical loading
reducing split between doing and planning
218
emergent organizational phenomena
- cannot be explained by organizational structures and specific intentions
- outcomes cannot be predicted
219
decision in organizations - perspectives
- rational-choice perspective: individuals are rational decision-makers and the organization is a rational system
- reality: outcomes are often unintended
220
satisficers
don't aim to achieve an optimal outcome
221
what are organizational decisions a result of?
- manipulation
- power plays
- compromise
222
organized anarchy
- decision process shaped by four independent streams:
1. problems
2. choice opportunities
3. participants
4. solutions
223
structure of organizational culture
1. artifacts and symbols (visible but in need of interpretation)
2. espoused values and beliefs (partly visible and sub-conscious)
3. underlying assumptions (invisible)
224
basic assumptions (organizational culture)
- environment: invariable or manageable
- truth: moral or amoral
- time: too early or too late
- nature of humans: benevolent or malevolent
- nature of human action: proactivity or reactivity
- nature of interpersonal relations: competition or cooperation?
225
approaches towards cultural change
- cultural engineering
- culturalism
- course correction
226
cultural engineering
organizational cultures can be planned and changed systematically
227
steps towards culture change
- diagnosis
- assessing the need for change
- providing impulses for re-orientation
228
bottom line
there are clear limits to changing organizational cultures
229
coercion
getting a person to do something that they wouldn't have done naturally
230
features of coercive power
- causal
- episodic
- situational
231
bases of coercive power
- position
- skills
- ability to cope with uncertainty
- access to critical resources
232
problems with regulation
- time lag problem
- problems with law-making
- implementation problems (costs)
