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Intro To Management > Topic 3A Organizational Culture/ Structure (chapter 8) > Flashcards

Topic 3A Organizational Culture/ Structure (chapter 8) Flashcards

1
Q

Accountability

A

Describes expectation that managers must report and justify work results to the managers above them

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2
Q

Adhocracy Culture

A

Emphasis on innovation and creation

External focus

Values flexibility over stability

Adaptable, creative, and quick to respond to changes in the environment

EX) google

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3
Q

Authority

A

The right to perform or command; also, the rights inherent in a managerial position to make decisions, give orders, and utilize resources

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4
Q

Boundaryless Organization

A

A fluid, highly adaptive organization whose members, linked by information technology, come together to collaborate on common tasks; the collaborators may include competitors, suppliers, and customers

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5
Q

Centralized authority

A

Organizational structure in which important decisions are made by upper managers—power is concentrated at the top

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6
Q

Clan culture

A

Emphasis on employee collaboration

Internal focus

Values flexibility over stability and control

EX) chick-filA

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7
Q

Corporate culture

A

Set of shared taken-for-granted implicit assumptions that group holds and that determines how it perceives, thinks about, and reacts to its various environments

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8
Q

Customer divisions

A

Divisional structures in which activities are grouped around common customers or clients

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9
Q

Decentralized authority

A

Organizational structure in which important decisions are made by middle-level and supervisory-level managers—power is delegated throughout the organization

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10
Q

Delegation

A

The process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy

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11
Q

Divisional structure

A

People with diverse occupational specialties are put together in formal groups either by: (1) similar products or services; (2) customers or clients; or (3) or geographic regions.

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12
Q

Enacted values

A

Values and norms actually exhibited in the organization

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13
Q

Espoused values

A

Explicitly stated values and norms preferred by an organization

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14
Q

Functional structure

A

people with similar occupational specialties are put together in formal groups

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15
Q

Geographic divisions

A

Divisional structures in which activities are grouped around defined regional locations

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16
Q

Hierarchical culture

A

Type of organizational culture that has an internal focus and values stability and control over flexibility

Formalized, structured work environment

EX) amazon

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17
Q

Hollow/ Network Structure

A

The organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster

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18
Q

Integration

A
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19
Q

Market culture

A

Emphasis on competition and “winning”, i.e. delivering results

External focus

Values stability and control

EX) Uber

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20
Q

Matrix structure

A

Fourth type of organizational structure, which combines functional and divisional chains of command in a grid so that there are two command structures—vertical and horizontal

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21
Q

Modular structure

A

Firms that use a modular structure will assemble product “chunks” or modules, provided by outside contractors

EX) Bombardier’s Continental business jet is built in pieces, or modules, in Ireland and shipped to Kansas to be assembled

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22
Q

Narrow (tall) span of control

A
23
Q

Organization

A

A group of people who work together to achieve some specific purpose. A system of consciously coordinated activities of two or more people

24
Q

Organization chart

A

Box-and-lines illustration of the formal relationships of positions of authority and the organization’s official positions or work specializations

25
Q

Organizational culture

A

Sometimes called corporate culture; system of shared beliefs and values that develops within an organization and guides the behavior of its members

26
Q

Organizational design

A

is concerned with designing the optimal structures of accountability and responsibility that an organization uses to execute its strategies

27
Q

Organizational socialization

A

the process by which people learn the values, norms, and required behaviors of an organization.

28
Q

Organizational structure

A

defined as the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how if perceives, thinks about, and reacts to its various environments

sometimes known as “corporate culture”

29
Q

Product divisions

A

Divisional structures in which activities are grouped around similar products or services

30
Q

Responsibility

A

The obligation one has to perform the assigned tasks

31
Q

Rites and rituals

A

activities and ceremonies that celebrate important occasions and accomplishment

32
Q

Simple structure

A

has authority centralized in a single person, a flat hierarchy, few rules, and low work specialization

33
Q

Span of control

A

The # of people reporting directly to a given manager

34
Q

Story

A

narrative based on true events repeated—and sometimes embellished upon—to emphasize a particular value

35
Q

Symbol

A

an object, an act, a quality, or event that conveys meaning to others

36
Q

Virtual structure

A

Company outside a company that is created “specifically to respond to an exceptional market opportunity” that is often temporary

37
Q

Wide (flat) span of control

A
38
Q

What are the 3 keys to achieving vision and strategy

A
  1. Build and support the right culture
  2. Get the right organizational structure
  3. Establish effective Human Resources practices
39
Q

Organizational structure

Concerned with __________ reports to __________ and ________ specializes in __________ work.

A

Who

Whom

Who

What

40
Q

Human Resources Practices

A

consist of all of the activities an organization uses to manage its human capital, including staffing, appraising, training and development, and compensation

41
Q

What are the 4 types of organizational culture

A

–Clan

–Adhocracy

–Market

–Hierarchy

42
Q

Each type of culture can be described using 2 dimensions:

Horizontal dimension

A

inward focus (towards operations and employees) or outward focus (toward customers and shareholders)

43
Q

Each type of culture can be described using 2 dimensions:

Vertical dimension

A

flexibility (and discretion) or stability (control)

44
Q

Heroes

A

person whose accomplishments embody the values of the organization

45
Q

How do employees learn culture? (5 things)

A
  1. Symbols
  2. Stories
  3. Heroes
  4. Rites and Rituals
  5. Organizational socialization
46
Q

What are the 3 categories of organizational designs:

A
  1. Traditional designs
  2. Horizontal designs
  3. Open boundaries between organizations
47
Q

There are 8 types of organizational design, what are the traditional designs? (4 types)

A
  1. Simple
  2. Functional
  3. Divisional
  4. Matrix
48
Q

There are 8 types of organizational design, what are the horizontal designs? (1 kind)

A
  1. Horizontal Structure
49
Q

There are 8 types of organizational design, what are the open boundaries between organizations? (3 kinds)

A
  1. hollow
  2. Modular
  3. Virtual
50
Q

Horizontal Design

A

teams or workgroups, either temporary or permanent, are used to improve collaboration and work on shared tasks by breaking down internal boundaries

51
Q

Virtual Organization

A

Organization whose members are geographically distant, usually working via e-mail, collaborative computing, and other computer connections

52
Q

Organizational culture, organizational structure and HR practices should be _________ with its vision and strategies

A

aligned

53
Q

If managers ____________ the strategy of the organization, they need to change the culture, structure, and HR practices to support it

A

change

54
Q

Similarly, as companies __________, the culture, structure and HR practices need to grow with it.

A

Grow

Intro To Management (6 decks)

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