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PoM > PoM > Flashcards

PoM Flashcards

1
Q

organization

A

a collective effort to achieve specific objectives

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2
Q

efficiency

A

using minimal resources to achieve goals

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3
Q

effectiveness

A

choosing appropriate means to reach goals

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4
Q

basic variables

A
  • fixed costs
  • variable costs
  • break even point
  • marginal revenue
  • marginal costs
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5
Q

transaction costs

A

costs incurred in market transactions

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6
Q

horizontal integration

A

combining firms in the same industry

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7
Q

vertical integration

A

combining firms at different production stages

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8
Q

joint stock corporation

A

business entity allowing share ownership

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9
Q

MNE

A
  • multinational enterprise
  • firm operating in multiple countries
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10
Q

power structures

A

influence dynamics within organizations

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11
Q

critical management studies

A

examines organizational problems like exploitation

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12
Q

market failures

A

inefficiencies requiring government intervention

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13
Q

public sphere

A

political domain distinct from private business

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14
Q

private sphere

A

domain of individual business activities

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15
Q

management role

A

coordinating activities in organizations

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16
Q

emergent processes

A

unplanned development within organizations

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17
Q

organizational structure

A

framework defining roles and responsibilities

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18
Q

strategic management

A

focus on long-term competitive success

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19
Q

complex organizations

A

firms with intricate structures and roles

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20
Q

cognitive reasons

A

challenges in maximizing due to understanding limits

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21
Q

ethical reasons

A

moral implications of profit maximization

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22
Q

role of markets

A

efficient resource allocation mechanism

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23
Q

governance

A

supervision of managers to align interests

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24
Q

modern technologies

A

enable large scale production in organizations

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25
Q

specialization

A

focus on specific tasks to increase efficiency

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26
Q

coordination

A

efforts required for large organizations to function

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27
Q

weber

A
  • bureaucracy
  • 1921
  • management based on rational principles and authority
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28
Q

legitimate authority

A

acceptance of authority based on three types: charismatic, traditional, legal

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29
Q

charismatic authority

A

leadership based on personal appeal and inspiration

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30
Q

traditional authority

A

power derived from historical customs and practices

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31
Q

legal authority

A

authority based on established laws and regulations

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32
Q

bureaucracy characteristics

A
  • rules
  • specified competencies
  • hierarchy
  • technical training
  • neutrality
  • written recording of rules and decisions
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33
Q

pros of bureaucracy

A

efficient, reliable, stable, precise management

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34
Q

cons of bureaucracy

A
  • rigidity and lack of creativity
  • only takes into consideration impersonal factors
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35
Q

scientific management

A
  • focus on optimizing labor processes for efficiency
  • Taylor
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36
Q

time studies

A

(Taylor)

measure average time for specific tasks

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37
Q

specialization increases efficiency due to:

A
  • 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
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38
Q

fayol’s functions of management

A
  • planning
  • organizing
  • command
  • coordination
  • control
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39
Q

critique to taylor

A
  • motivation exclusively through money
  • can lead to monotony, increased speed of work, alienation and loss of self-determination
  • Hawthorne and Theory X and Y
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40
Q

fayol

A
  • administrative approach
  • manage process as a whole
  • organizing as engineering
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41
Q

fayol critique

A
  • abstract principles
  • no empirical proof
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42
Q

assumptions about the individual

A
  • unreliable
  • unable to understand the organization and take responsibility
  • need to follow rules
  • exclusively motivated materially
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43
Q

assumptions about the organization

A
  • coordination comes from the top
  • all that matters is efficiency
  • future can be foreseen
  • division of labor
  • hierarchy
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44
Q

assumptions about theory

A
  • able to produce generally applicable rules
  • aim to increase efficiency
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45
Q

u-form

A

unitary structure focusing on functional differentiation

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46
Q

m-form

A

multidivisional structure to avoid u-form challenges

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47
Q

u-form challenges

A
  • too many interfaces
  • diffusion of responsibilities
  • overwhelming load at the top
  • low flexibility
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48
Q

matrix organization

A
  • combines functional and project-based leadership
  • solution to U and M forms
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49
Q

project organization

A

organizes tasks under unique and novel conditions

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50
Q

integration

A

bringing together elements for consistent task processing

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51
Q

differentiation vs integration

A

balancing specialization with cohesive task processing

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52
Q

burns and stalker study

A

examined organizational structure in changing environments

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53
Q

environmental influence

A

organizational structure affected by external conditions

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54
Q

classical organization theories

A
  • early frameworks for understanding large organizations
  • focused on structures
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55
Q

critique of classical theories

A

overemphasis on formal features and authority

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56
Q

environmental turbulence

A

speed of innovation affecting organizational structure

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57
Q

mechanistic structure

A

organizational design suited for stable environment. rigidity and hierarchy.

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58
Q

organismic structure

A

flexible design for adapting to turbulent conditions. requires cultural shift and commitment to shared goals

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59
Q

top-down decision making

A

hierarchical approach ineffective in turbulent environments

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60
Q

horizontal communication

A

lateral information flow in organismic systems

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61
Q

contingency theory

A
  • 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
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62
Q

performance levels

A

organization must meet acceptable, not necessarily maximized, performance

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63
Q

functional equivalents

A

multiple solutions exist for organizational problems

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64
Q

organizational environment

A

includes global, technological, political, socio-cultural factors

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65
Q

task environment

A
  • directly influences organization
  • competitors
  • substitution products
  • demanders
  • suppliers
  • industrial relations
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66
Q

complexity

A

number of diversity of elements in the environment

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67
Q

dynamics

A

rate of change within the organizational environment

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68
Q

pressure

A

threat level from environmental elements to organizations

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69
Q

equivocality

A

conflicting interpretations complicating decision-making

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70
Q

Ashby’s law

A

adaptive systems must match environmental variety

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71
Q

organizational complexity

A

abstract concept evaluated by specialization and differentiation

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72
Q

resource dependence theory

A

organizations rely on external resources controlled by others

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73
Q

buffering

A

stockpiling resources to limit dependence

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74
Q

legitimacy

A

do relevant stakeholders accept the chosen strategy?

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75
Q

isomorphism

A

increasing similarity among organizations due to external pressures

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76
Q

rationalized myths

A

structures that appear rational but lack efficiency

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77
Q

stakeholder power

A

influence based on hierarchy, expertise, or resources

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78
Q

legitimacy demands

A

pressures for organizations to conform to norms

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79
Q

vertical differentiation

A

hierarchical layers within an organization increasing complexity

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80
Q

horizontal differentiation

A

number of functions within an organization increasing complexity

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81
Q

mimetic isomorphism

A

organizations imitate others to gain legitimacy

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82
Q

coercive isomorphism

A

organizations are pressured to adopt certain features

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83
Q

normative isomorphism

A

organizations conform to societal norms and standards

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84
Q

decoupling

A

pretending to adopt practices while not implementing them

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85
Q

institutional logics

A

different society spheres have unique legitimate and authority sources

state, market, profession (expertise and professional association)

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86
Q

environmental determinism

A

environmental conditions dictate organizational responses

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87
Q

value chain

A

how resources integrate in production processes

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88
Q

core competencies

A

unique strengths that provide competitive advantage

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89
Q

Porter’s five forces

A
  • threat of new entrants
  • bargaining power of customers
  • threat of substitutes
  • bargaining power of suppliers
  • rivalry among competitors
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90
Q

market saturation

A

degree of competition in a market

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91
Q

exit/entry barriers

A

costs associated with entering/leaving a market

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92
Q

niche market

A

targeting specific segment of the market

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93
Q

core market

A

primary area of business focus

94
Q

organizational analysis

A

evaluating internal strengths and weaknesses

95
Q

scenario development

A

creating potential future scenarios for planning

96
Q

feasibility

A

availability of resources to implement a strategy

97
Q

balanced scorecard

A

tool for measuring strategy implementation success

98
Q

structural considerations

A

organizational structure’s role in strategy execution

99
Q

strategic HR management

A

aligning HR practices with strategic objectives

100
Q

premise control

A

monitoring foundational assumption of a strategy

101
Q

Hawthorne experiments

A
  • study on how working conditions affect productivity
  • increases in productivity cannot be explained by working conditions, but by individual employees and their interactions
102
Q

human relations movement

A
  • focus on employee motivation and interpersonal relations

“happy workers are good workers”

  • contrast with Taylor (bc it was inhumane)
103
Q

immaterial incentives

A
  • goal attainment
  • pride in the work
  • influence
104
Q

zone of indifference

A

area where employees accept authority without question

105
Q

Maslow’s hierarchy of needs

A
  • needs categorized by urgency
  • in organizations: the more an organization allows individuals to meet their needs, the more motivated they will be
106
Q

critique of maslow

A

questions validity and measurement of needs

107
Q

Herzberg’s motivation-hygiene theory

A
  • study on factors affecting job satisfaction
  • dissatisfaction as a result of external factors
  • satisfaction as a result of work-internal factors
108
Q

dissatisfiers/hygiene factors

A
  • dissatisfaction as a result of external factors

-e.g.: company policy, supervision, relationship with supervisor

109
Q

satisfiers/motivators

A
  • satisfaction as a result of work-internal factors
  • e.g.: achievement, recognition, work itself, responsibility, growth
110
Q

personal planning

A

ensuring adequate quality and quantity of personnel

111
Q

theory X

A
  • assumes humans dislike work and need control. wage is not sufficient for motivation.
  • problematic outcomes (“vicious circle”)
112
Q

theory Y

A
  • assumes work can fulfill human potential. humans have an untapped potential for creativity
  • desirable outcomes (“virtuous circle”)
113
Q

intrinsic motivation

A

motivation derived from work itself

114
Q

extrinsic motivation

A

motivation from external incentives, like wages

115
Q

crowding out effect

A

extrinsic incentives diminish intrinsic motivation

116
Q

over-justification

A

external rewards undermine intrinsic motivation

117
Q

task identity

A

completion of a whole, identifiable piece of work

118
Q

managerial legitimacy

A

ideological function securing management’s authority

119
Q

emergent organizational phenomena

A

processes beyond formal structures and intentons

120
Q

rational-choice perspective

A

individuals make decisions to maximize efficiency

121
Q

emergent decision making

A

decisions shaped by organizational processes

122
Q

organizational differentiation

A

departments operate with unique rules and perceptions

123
Q

organized anarchy

A

decision-making resembles a ‘garbage can’ model

124
Q

oversight

A

formal decisions made, core problems unresolved

125
Q

flight

A

formal decisions shifted, core problems remain

126
Q

resolution

A

formal decisions lead to solving core problems

127
Q

formal groups

A

planned groups focused on specific tasks. planned

128
Q

informal groups

A

unplanned groups based on personal connections

129
Q

formal groups

A

planned groups focused on specific tasks

130
Q

cohesion

A

stability increases with group homogeneity

131
Q

groupthink

A
  • cohesive groups prioritize unanimity over critical thought
  • when a group make decisions in way that prioritizes harmony and agreement over critical thinking
132
Q

symptoms of groupthink

A
  • 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
Q

avoiding groupthink

A

encourage doubt and designate a ‘devils advocate’

134
Q

espoused values

A

unwritten moral standards shared by members

135
Q

typologies of cultures

A

attempts to categorize complex organizational cultures

136
Q

dysfunctional cultures

A

negative cultures influenced by CEO personality

137
Q

positive effects of culture

A
  • orientation of action
  • efficient communication
  • fast decision making
  • efficient implementation
  • low control requirements
  • motivation and team spirit
  • stability
138
Q

negative effects of culture

A
  • tendency of closure
  • devalorization of new orientations
  • barriers to change
  • traditional patterns of success
139
Q

culturalism

A

culture as a lifeworld beyond managerial influence

140
Q

course correction

A

middle ground approach to cultural change

141
Q

emergence

A

a central feature in organizational behavior

142
Q

limited rationality

A

decisions often arise from emergent, not rational, processes

143
Q

power dynamics

A

interactions of power and resistance within organizations

144
Q

causal power

A

A causes B to perform an action

145
Q

episodic power

A

power is observable through specific behaviors

146
Q

situational power

A

power varies across different contexts and situations

147
Q

bases of coercive power

A

sources include position, skills, and resources

148
Q

external uncertainty

A

low levels in monopolistic companies affect power

149
Q

internal uncertainty

A

machinery malfunctions create challenges for technicians

150
Q

value statements

A

impulses for re-orientation in organizational culture

151
Q

resisting coercion

A

refusal undermines power’s flow of domination

152
Q

passive refusal

A

non-compliance as a form of resistance

153
Q

active refusal

A

escalation of opposition against authority

154
Q

forms of refusal

A
  • work to rule
  • strikes
  • theft
  • sabotage
155
Q

manipulation

A

“power through non-decision”

  • controlling decisions by steering them towards ‘safe’ topics
156
Q

forms of manipulation

A
  • anticipation of results
  • mobilization of bias
  • institutionalized rule- and norm-making
157
Q

anticipation of results

A

people anticipate how power will be used in the future and act according to what they think is expected

158
Q

mobilization of bias

A

excludes undesired options from decision processes

159
Q

institutionalized rule-making

A

design of rules in favor of the powerful group

160
Q

shortcomings of manipulation focus

A
  • difficult to falsify and research empirically
  • focus on individual behavior
  • neglects higher level structures
161
Q

resisting manipulation

A

voice allows participation in power discussions

162
Q

forms of voice

A

includes trade unions, social movements, protests

163
Q

domination

A

shaping of preferences and attitudes through power

164
Q

sources of domination

A

unquestioned rules, ideology, cognitive schemas

165
Q

technological rationality

A

efficiency-focused decisions benefiting powerful elites

166
Q

culture management

A

framing culture as a resource for productivity

167
Q

resisting domination

A

irony and cynicism as resentment. resentful detachment as a way to escape domination

168
Q

cynicism

A

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
Q

managerial view of cynicism

A

seen as a problem needing to be fixed

170
Q

humanist view of cynicism

A

mechanism to protect the self from colonization

171
Q

subjectification

A

how a person’s feelings and thoughts affect the choices they make. organizational decisions shape?

172
Q

centralized organization

A

decision-making power is concentrated at the top levels of management

173
Q

sources of subjectification

A
  • discipline
  • discourses
  • governmentally and self-monitoring mechanisms
174
Q

resisting subjectification

A

creating alternative identities and representations

175
Q

critical management studies

A

looks at limitations of common management theories and practices

176
Q

coercion and manipulation

A

individual forms of power requiring resistance

177
Q

domination and subjectification

A

structural forms of power needing escape and creation

178
Q

escape

A

cynicism as a response to power relations

179
Q

creation

A

using power to generate unintended outcomes

180
Q

emancipation

A

transformation of theory to eliminate domination

181
Q

marxism

A

critique of capitalism focusing on class struggle

182
Q

critical theory

A

philosophical approach questioning societal structures

183
Q

feminist theories

A

analysis of gender inequality in society

184
Q

environmentalism

A

movement advocating for ecological protection

185
Q

exploitation

A

workers receive less value than produced

186
Q

wage disparity

A

difference between wage and value created

187
Q

global south

A

developing countries with low wages

188
Q

environmental destruction

A

profit generation harming natural ecosystems

189
Q

alienation

A

loss of connection in production processes

190
Q

corporate social responsibility

A
  • CSR
  • voluntary firm actions for social good
191
Q

social enterprises

A

organizations prioritizing social value creation

192
Q

sharing economy

A

model promoting resource accessibility and sharing

193
Q

monological approach

A

individual-focused ethical decision-making framework

194
Q

dialogical approach

A

involves stakeholders in ethical discussions

195
Q

discourse ethics

A

norms derived from collective discussion

196
Q

communicative rationality

A

argument-based consensus in discussions

197
Q

ideal speech situation

A

equal power in discourse for fairness

198
Q

partial organizations

A

application of organization theory in specific areas

199
Q

features of organizations

A
  • membership
  • specified member roles
  • formalized rules
  • clear objectives
200
Q

sanctions

A

consequences imposed for rule violations

201
Q

hybrid organizations

A

entities meeting multiple, often conflicting, demands

202
Q

institutional logics

A

competing frameworks shaping organizational behavior

203
Q

lobbying

A

efforts to influence political decisions by organizations

204
Q

behavioral pattern of groups regarding risk taking

A

groups tend to take more decisions than individuals because:

  • diffusion of responsibility
  • leadership: leaders take risks
  • risk as social value
205
Q

“centrifugal tendency”

A
  • dilemma m-form
  • independence of functions and units
206
Q

global environment

A
  • technological
  • political/legal
  • socio-cultural
  • ecological
  • macro-economic
207
Q

features of information

A
  • uncertainty
  • equivocality
208
Q

dimensions of characterizing organization

A
  • complexity: variables in the environment
  • dynamics: changes in environment
  • pressure: threats from variables
209
Q

stakeholder theory

A

any group/individual who can affect or is affect by the achievement of organizations objectives

210
Q

environmental analysis

A

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
Q

strategic options (fundamental questions)

A

1- where to compete?
2. according to which rules?

212
Q

PDCA

A

Plan Do Check Act

213
Q

strategic control (multi-level process)

A
  • premise control
  • implementation control
  • strategic surveillance
214
Q

Hawthorne effect

A

people change their behavior simply because they know they are being observed or studied

215
Q

what characterizes good jobs?

A
  • skill variety
  • task identity
  • task significance
  • task significance
  • autonomy
  • feedback from the job
216
Q

how to create better jobs?

A
  • combining tasks
  • forming natural work units
  • establishing client relationships
  • vertical loading
  • opening feedback channels
217
Q

vertical loading

A

reducing split between doing and planning

218
Q

emergent organizational phenomena

A
  • cannot be explained by organizational structures and specific intentions
  • outcomes cannot be predicted
219
Q

decision in organizations - perspectives

A
  • rational-choice perspective: individuals are rational decision-makers and the organization is a rational system
  • reality: outcomes are often unintended
220
Q

satisficers

A

don’t aim to achieve an optimal outcome

221
Q

what are organizational decisions a result of?

A
  • manipulation
  • power plays
  • compromise
222
Q

organized anarchy

A
  • decision process shaped by four independent streams:
    1. problems
    2. choice opportunities
    3. participants
    4. solutions
223
Q

structure of organizational culture

A
  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
Q

basic assumptions (organizational culture)

A
  • 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
Q

approaches towards cultural change

A
  • cultural engineering
  • culturalism
  • course correction
226
Q

cultural engineering

A

organizational cultures can be planned and changed systematically

227
Q

steps towards culture change

A
  • diagnosis
  • assessing the need for change
  • providing impulses for re-orientation
228
Q

bottom line

A

there are clear limits to changing organizational cultures

229
Q

coercion

A

getting a person to do something that they wouldn’t have done naturally

230
Q

features of coercive power

A
  • causal
  • episodic
  • situational
231
Q

bases of coercive power

A
  • position
  • skills
  • ability to cope with uncertainty
  • access to critical resources
232
Q

problems with regulation

A
  • time lag problem
  • problems with law-making
  • implementation problems (costs)

PoM (3 decks)

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