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Strategy and Organisation - UvA > Week 5 > Flashcards

Week 5 Flashcards

1
Q

Explain why globalization is a current challenge in organization theory in action

A

With advances in tech and comm, the time it takes to exert influence around the world takes only seconds.

It’s crucial for businesses to adapt and be successful

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2
Q

Explain why Ethics and social responsibility is a current challenge in organization theory in action

A

Today’s managers face tremendous pressure from the government and the public to hold their organizations and employees to high ethical and professional standards.

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3
Q

Explain why responsiveness is a current challenge in organization theory in action

A

It is crucial these days for businesses to respond quickly and decisively to environmental changes, organizational crises, or shifting customer expectations.

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4
Q

Explain why Intense competition is a current challenge in organization theory in action

A

This growing global interdependence creates new advantages, but it also means that the environment for companies is becoming extremely competitive.

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5
Q

Explain why the digital workplace is a current challenge in organization theory in action

A

In today’s workplace, many employees perform much of their work on computers and may work in virtual teams, connected electronically to colleagues around the world.

This way of working gives many advantages, but those advantages mean that organizational leaders not only need to be technologically savvy but are also responsible for managing a web of relationships that reaches far beyond the boundaries of the physical organization, building flexible e-links between a company and its employees, suppliers, contract partners, and customers.

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6
Q

Explain why diversity is a current challenge in organization theory in action

A

As organizations increasingly operate on a global playing field, the workforce—as well as the customer base—grows increasingly diverse.

his growing diversity brings a variety of challenges, such as maintaining a strong corporate culture while supporting diversity, balancing work and family concerns, and coping with the conflict brought about by varying cultural styles.

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7
Q

Define Organizations

A
  1. Social entities
  2. Goal directed
  3. Are designed as deliberately structured and coordinated activity systems
  4. Linked to the external environment
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8
Q

Organizations exist to do the following

A
  1. Bring together resources to achieve desired goals and outcomes
  2. Produce goods and services efficiently
  3. Facilitate innovation
  4. Use modern manufacturing and information technologies
  5. Adapt to and influence a changing environment
  6. Create value for owners, customers, and employees
  7. Accommodate ongoing challenges of diversity, ethics, and the motivation and coordination of employees
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9
Q

Explain the distinction between a closed and an open system in context of perspectives on organizations

A

A closed-system perspective focuses exclusively on the organization.

Open system thinking pays attention to the open boundary between organizations and its context.

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10
Q

Whats the limitations of the open-system thinking?

A

It presents an excessively neat picture of how organization operate and relate to elements in their environment

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11
Q

In system thinking, each system is understood to comprise several…

A

…subsystems

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12
Q

Henry Mintzberg suggests that every organization has five parts. Name them.

A
  • Technical core: Include divese support staff who do the basic work of the organization
  • Technical support: Scans the env for problems, opportunities, and technological developments. Responsible for creating innovations in the technical core.
  • Administrative support: Responsible for the smooth operation and upkeep of the organization, including its physical and human elements.
  • Management: Top and Middle: responsible for directing and coordinating other parts of the organization.
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13
Q

Organizational dimensions can be categorized in two types:

A

Structural and contextual

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14
Q

In the context of organizational dimensions, explain the structural dimensions:

A

Provide labels to distinguish some key, internal characteristics of an organization. They provide a basis for comparing the composition of organization

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15
Q

In the context of organizational dimensions, explain the contextual dimensions:

A

Characterize the organization as a whole, including its size, technology, etc. and the broader organizational setting.

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16
Q

Name the 6 structural dimensions:

A
  1. Formalization
  2. Specialization
  3. Hierarchy of authority
  4. Centralization
  5. Professionalism
  6. Personnel ratios
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17
Q

Name the 5 contextual dimensions

A
  1. Size
  2. Organizational technology
  3. Environment
  4. Goals and strategy
  5. Culture
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18
Q

What’s organization theory?

A

A way to see and analyze organizations more accurately and deeply than one otherwise could.

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19
Q

Explain the principles of scientific management, according to Taylor

A

Decisions about organizations and job design should be based on precise, scientific study of individual situations to determine which method of doing a job delivers the greatest output.

Scientific management was based on closed systems thinking

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20
Q

Explain the focus on administrative principles, according to Fayol

A

Fayol considered the design and functioning of the organization as a whole.

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21
Q

Describe the Chaos theory

A

Chaos theory suggests that relationships in complex, adaptive systems are nonlinear and made up of numerous interconnections and divergent choices.

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22
Q

In order to make quick decisions, many organizations are being redesigned and developed to become..

A

..learning organizations

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23
Q

According to the Hawthorne studies, how to employees react in response to positive treatment?

A

Improved their motivation and productivity.

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24
Q

Principals of scientific management and administration assume that there is ‘one best way’ of organizational design, which is?

A

Thinking however suggests that the contingencies are always the same

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25
Q

Define contingency in context of management and administration.

A

What structure or system is viable depends upon the particular circumstances or context of its design

26
Q

Describe a learning organization:

A

The principle is for communication and collaboration to be actively promoted so that everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, improve and increase its capability.

The learning org is based on equality, open info, little hierarchy and a culture that encourages adaptability and participation, enabling ideas to bubble up from anywhere that can help the organization seize opportunities and handle crises.

27
Q

What are operative goals?

A

Operative goals describe specific measurable outcomes and are often concerned with the short run.

28
Q

What are resource goals?

A

Refer to the acquisition of needed material and financial resources from the environment.

29
Q

What are market goals?

A

Relate to the market share or market standing desired by the organization

30
Q

What are Innovation goals?

A

Refer to the internal flexibility and readiness to adapt to unexpected changes in the environment.

31
Q

What are productivity goals?

A

concern the amount of output achieved from available resources?

32
Q

What’s the difference between official goals and operative goals?

A

Official goals: describe a value system for the organization and set an overall purpose and vision

Operative goals: represent the primary tasks of the organization.

Official goals legitimize the organization; operative goals are more explicit and well defined

33
Q

Which three strategies does porter suggest a company to adopt in the model of competitive strategies?

A

Porter suggests that a company can adopt one of three strategies: differentiation, low-cost leadership, or focus.

34
Q

What’s Miles and Snow’s strategy typology?

A

The Miles and Snow typology is based on the idea that managers seek to formulate strategies that will be congruent with the external environment.

35
Q

Four strategies exist that can be developed to manage and exploit the external environment. Name them.

A

The prospector
The defender
The Analyzer
The reactor

36
Q

Explain the prospector strategy

A

The prospector strategy is to innovate, take risks, seek our new opportunities and grow

37
Q

Explain the defender strategy

A

Almost the opposite of the prospector. Rather than taking risks, the defender strategy is concerned with stability.

38
Q

Explain the analyzer strategy

A

Tries to maintain a stable business while innovation on the periphery, lies between the prospector and defender.

39
Q

Explain the reactor strategy

A

Not really a strategy. Reactors respond to environmental threats and opportunities

40
Q

What is the goal approach to organizational effectiveness concerned with?

A

With the output side and whether the organization achieves its goals in terms of desired levels of output.

41
Q

Explain the resource-based approach

A

Addresses effectiveness by observing the beginning of the process and evaluating whether the organization effectively obtains the resources necessary for high performance.

42
Q

Explain the internal process approach

A

Looks at internal activities and assesses effectiveness by indications of internal hearth and efficiency.

43
Q

When is the resource-based approach valuable?

A

When other indicators of performance are difficult to obtain.

44
Q

Define centralized decision-making

A

Problems and decisions are funnelled to top levels of the hierarchy for resolution.

45
Q

Define decentralized decision-making

A

Decision-making authority is pushed down to lower organizational levels.

46
Q

What do vertical linkages refer to?

A

Vertical linkages are used to coordinate activities between the top and bottom of an organization and are designed primarily for control of the organization.

47
Q

Name the 3 devices that improve vertical linkages

A
  • Hierarchical referral
  • Rules and plans
  • A vertical information system
48
Q

What does horizontal linkage refer to?

A

Refers to the amount of communication and coordination horizontally across organizational departments.

49
Q

how does department grouping affect employees?

A

They share a common supervisor and common resources, are jointly responsible for the performance, and tend to identify and collaborate with one another

50
Q

Explain functional grouping

A

places employees together who perform similar functions or work processes or who bring similar knowledge and skills to bear.

51
Q

Explain divisional grouping

A

People are organized according to what the organization produces

52
Q

Explain Multifocused grouping

A

Means an organization embraces two structural grouping alternatives simultaneously.

53
Q

What does virtual network grouping mean?

A

The organization is a loosely connected cluser of separate components. Departments are separate organizations that are electronically connected for the sharing of information and completion of tasks

54
Q

What’s a matrix structure?

A

A matrix structure is developed in an effort to give equal emphasis and attention to product and function, or product and geography.

55
Q

The matrix structure can be a workable structure when one or more of the following conditions are met:

A

1: Pressure exists to share scarce resources across product lines.
2. Environmental pressures exist for two or more critical outputs, such as for in-depth tech knowledge and frequent new products.
3. The environmental domain of the organization is both complex and uncertain.

56
Q

Why have companies found a balanced matrix hard to implement and maintain?

A

because one side of the authority structure often dominates.

57
Q

What’s the difference between the functional matrix and the product matrix?

A

In a functional matrix, the functional bosses have primary authority and the project or product managers simply coordinate products activities.

In a product matrix however, the project or product managers have primary authority and functional managers simply assign technical personnel to projects and provide advisory expertise as needed.

58
Q

What(s Re-engineering (Business process re-engineering)

A

Involves the redesign of a vertical organization along its horizontal workflows and processes.

59
Q

Describe the hybrid structure

A

Combines most characteristics of various approaches tailored to specific strategic needs.

Hybrid structures tend to be used in rapidly changing environments because they offer the org greater flexibility.

60
Q

Name an often used type of hybrid structure

A

One type of hybrid that is often used is to combine characteristics of the functional and divisional structures.

61
Q

Name setbacks of structural deficiency:

A
  • Decision making is delayed and lacking in quality
  • The org does not respond innovatively to a changing env
  • Employee performance declines and goals are not being met
  • Too much conflict is evident

Strategy and Organisation - UvA (6 decks)

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