Unit 3- Organizational Functions and Values Flashcards
Five common departments in an organization
R & D, HR, IT, Accounting and finance, Marketing
Face of the company, Customer and market research, target market identification, branding, advertising
Role of Marketing Department
Deals with all employee-related issues, labor-law compliance, recruitment and onboarding, payroll compensation, benefits, internal relations, training and development, safety and maintenance
Role of Human Resources
Product improvisation, invest in innovation, new product development
Role of Research and Development
Accounts payable, accounts receivable, revenue tracking, payroll and taxes, financial reporting, financial controls
Role of Accounting and Finance Department
Deals with all technology issues, oversight, infrastructure, functionality
Role of Information Technology
Management’s initiative to design work processes so they align with organization’s strategic goals
Process Management (Business Process Management- BPM)
Components of BPM
Analyzing, optimizing, monitoring business processes to improve business performance, automating work processes through technology, standardize decision-making and work-flow procedures
Governs how an organization maintains relationships with an audience (BTB, BTC)
Relationship management
Top-Management Job Titles
President, CEO, Executive Vice President
Middle-Management Job Titles
Department, Plant, Division Managers
Front-line/First Management
Floor supervisors, foremen, office managers
Manager Responsibilities
planning, organizing, implementing strategies, motivating and evaluating employees- direct- circles of POWER
3 core functions of a manager
Interpersonal, informational, decisional
Relationship building, communication internally and externally, role model for employees, inspiration, evaluate and provide constructive feedback, train/mentor employees, motivate employees
Interpersonal Roles
Gather, analyze, disseminate information above and below
Informational Role
Make decisions, allocate resources, negotiate, react to situations, plan ahead to implement strategies
Decisional Role
Management Skills
Technical, Communication, Analysis
Understand the tools, techniques, procedures of their department, understand skills and processes, identify issues and give solutions, deal with everyday challenges
Technical Skills
Listen and understand employee issues, motivational factors and team’s group dynamics, establish cordial relationships, convey meaning, negotiate, mediate, handle conflict
Communication Skills
Comprehend, visualize, analyze abstract knowledge and concepts, change direction, improve organizational performance, see organizations as a whole and understand how various functions in an organization relate
Analysis Skills
Act of influencing others to work toward a goal- create circles of influence
Leadership
Position of authority from organizational structure- long-term success comes from ability to influence others
Formal leader
No position of authority- strength of conviction and charisma- can be anybody in an organization
Informal leader
Someone who uses personal skills to contribute to a team
Individual contributor
Shared values, beliefs, norms of an organization that affect strategies and operating procedure of a business; motivates and unifies employees and allows organization to adapt to environment
Organizational Culture
Framework for assessing organizational culture and organizational dynamics
Competing Values Framework (CVF)
Parts of CVF
Clan, Hierarchy, Adhocracy, Market
Family-oriented, flexible, less-structured, more extensive hierarchy
Clan (small start-up businesses)
Internally focused on internal processes and procedures, less flexible, more structure, control, predictability
Hierarchy (Govt. agencies, military)
Externally focused on competition and profits, goal-oriented, competitive, less flexible
Market (GE, Security Companies)
More flexible and more responsive to external forces, characterized as dynamic, entrepreneurial, creative workplaces, take risks, change/agility
Adhocracy (technology businesses)
Two axes of CVF Model
External vs. Internal focus, functions better as stable/controlled environment vs. flexible/changing environment
Framework or legal structure of business- organizational chart, hierarchy, formal system of roles/authority
Organizational Structure
Top-down hierarchy, rigid departmentalization, suited for stable environments with low uncertainty, formal rules, structured decision-making
Mechanistic Structure
Flexible, few rules, two-way communication, shared tasks, fluidity, wider span of control, suited for unstable, complex, changing environments
Organic Structure
McKinsey 7s Model
Shared values- structure, systems, style, staff, skills, strategy
3 inter-related dynamic processes
Attraction, Selection, Attrition
Being attracted to organizations that align with personal values and personality
Attraction
Select people with skills and values similar to existing members- usually based on fitting in with culture, not job-type
Selection
Leaving a job, especially due to personal-organization misfit
Attrition
Degree to which person’s values, personality, goals, etc. match those of organization
Person-Organization Fit
Degree to which person’s skills, knowledge, abilities, etc. match job demands
Person-Job Fit
Person’s feelings, thoughts, behavioral patterns
Personality
Big 5 Personality Traits (OCEAN)
Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism
Trait of being curious, original, creative, open to new ideas
Openness
Best fit for openness trait
Adhocracy
Trait of being organized, punctual, dependable
Conscientiousness
Best fit for conscientiousness
Hierarchy
Trait of being outgoing, friendly, sociable
Extraversion
Best fit for extraversion
Market
Trait of being tolerant, sensitive, trusting, kind
Agreeableness
Best fit for agreeableness
Clan
Trait of being anxious, moody, irritable
Neuroticism
Qualities of most effective leaders
Open to new info and experiences, organized, friendly, assertive
Level in which person’s traits align with organization’s culture
Cultural Alignment
