week 12 Flashcards
1
Q
max weber’s ideal bureaucracy
A
- a model for turning employees with no more than average abilities into rational decision makers serving the clients and constituencies of a bureaucracy with impartiality and efficiency
2
Q
division of labour - adam smith’s pin factory
A
- division of labor refers to splitting the work of the organization among employees
- each of whom perform 1 task
- distributes responsibilites and assigns work tasks
- is efficient and effective
3
Q
division of labour today: marxist critique
A
- alienation
- > workers become more and more specialized and work becomes repetitive
- leading to complete alienation from the process of production
- a man can not be defined apart from his labor
4
Q
hierarchy
A
- distribution of authority in an organization
- > relates to legal or positional authority
- > defines formal reporting relationships
5
Q
differentiation by degrees of authority
A
- having fewer departments ( low horizontal differentiation) but many more hierarchical levels ( high vertical differentiation)
6
Q
integration
A
- the more complex organization, both in terms of horizontal and vertical differentiation, the greater the need for integration
- getting everyone to pull in the same direction
mechanisms
- > formal rules, procedures and scheduling cross functional teams
- > task forces
- > direct communication between departments
7
Q
basic org designs
A
- flat/simple
- functional
- divisional
- matrix
8
Q
basic org designs; - flat simple
A
adv.
- > clear view of organizational goals
- > wide spans of control and centralized authority allow quick decision making
- > inexpensive
- disadvantages
- > unfeasable for larger organizations with higher variety
9
Q
functional
A
adv.
-> efficiencies from putting together similar specialties and people with common skills, knowledge and orientations
dis.
-> poor communication across fundamental areas
10
Q
divisional
A
- adv.
- > allows specialization in particular products, services and geographies
- > facilitates cross-functional collaborations
dis.
- > limits learning / knowledge sharing in functional areas
- > can create unwanted rivalries / competition between divisions
11
Q
matrix
A
- high information carrying capacity
- high degree of co-ordination / integration
- potentially faster decision making
- dis
- > expensive and complex
- conflicts slow down decision making
12
Q
culture
A
- shared ways of thinking and doing things in a social group
13
Q
organizational culture
A
- the implicit and emergent organizational understandings that contextualize efforts to make meaning, including internal self-definition
14
Q
a strong culture
A
- is one which is deeply embedded into the ways a business or organization does things
- > drive commitment and motivation
- > set clear direction
- > less need for detailed politices and procedures
15
Q
weak culture
A
- can arise when the core values are not clearly defined, communicated or widely accepted by those working for the organization
- > lead to inconsistent behaviour of people in the organization
- > lead to political games or status quo
-> greater need for detailed policies and procedures
16
Q
well defined cultures
A
- are effective controls
- > creates rigorous but hidden rules
- > are experienced as autonomy
- > increase shared understanding
17
Q
culture: strong reinforcement
A
- alignment with groups values
- belong through your outlook
- promote certain behaviours
- intrinsically motivate individuals
- meaningfulness of work
- sense of identity, pride and belonging
18
Q
culture and capabilities
A
- very rigorous training and socialization program
- very strong normative order that reduces uncertainty
- clear and reliable expectations
- what ‘brothers in arms’ will do in a given situation
19
Q
what is culture made of
A
- observable expressions of culture
- specified rules of behaviour
- logics underneath culture
