Week 7-9 Flashcards
three structures of organisational culture
- Traditional; functional, divisional, matrix
- Horizontal
- Open boundaries between organisations
5 features of organisational structure
- Common purpose
- co ordinated effort
- Hierarchy of authority
- span of control
- centralisation/decentralisation of authority
Clan culture
Internal focus, values flexibility over stability and control. Encourage collaboration, cohesion, view customers as partners, devote resources to hiring and training staff.
Adhocracy culture
External focus, risk taking values flexibility. Innovative products (quick to respond to market changes) - well suited to start ups
Hierarchy culture
internal focus, values stability over flexibility. Formal, structured, work environment, focus on measuring delivery/efficiency of staff
Market culture
external focus, values stability and control. Driven by profits and results, employee development and satisfaction not top priority.
3 levels of organisational culture
- observable artifacts
- espoused values (versus enacted values)
- Basic assumptions
4 reasons for importance of culture
- organisational identity
- facilitates collective commitment
- promotes social system stability
- shapes employee behavior
3 theories behind culture and economic performance
- Strength: Success due to strong culture
- Fit: Culture must allign with strategic context
- Adaption: culture helps adapt to change
Simple organisational structure
Authority centralized, flat hierarchy, few rules, low work specialization
Functional organisational structure
grouped by similar work and similar specialties. COmmonly found
Divisional organisational structure
Diverse specialties put together by similar products, consumers, geographic locations.
Matrix organisational structure
Combines functional and divisional chains of command on a grid so there are both horizontal and vertical chains of command
Horizontal organisational structure
teams work together, break down boundaries, collaborate. Cross functional teams; barriers between divisions break down
Boundaryless organisational structure
fluid, highly adaptive. Members come together to collaborate over internet.
Hollow (network) organisational structure
Central core of key functions, outsource functions
Modular organisational structure
outsource pieces of product rather than processes
Virtual organisational structure
Company outside a company to meet a specific market need
Virtue ethics and weaknesses
Character of person is more important than their actions or consequences of their actions.
Moral goodness of the person is more important
Weaknesses: egocentric: being virtuous to enhance own goodness, no explicit guidance, identifying virtues different
Utilitarianism ethics and weaknesses
Action only good if creates most good for greatest amount of people, regardless of minority.
Weaknesses: Calculations of happiness unrealistic, doesn’t say what should be considered, unjust - majority at expense of minority.
Ethic of care and weaknesses
Feminist theory relying on empathy, selflessness, etc. Notions of equality, not just right vs wrong
Weaknesses: Promotes subservience, prioritizes those who are closer to us than those who may be more vulnerable.
Kants Ethics and weaknesses
Action focused. Golden rule, act in a way where you would be happy for your actions to be universally felt. Results are irrelevant.
Weaknesses: too narrow, no exceptions, just another way to define personal morality
Egoism ethics and weaknesses
Morally right if long term self interests. Best outcome for you is the best moral.
Weaknesses: Not a theory, ignores wrongdoing. Morality is about actions and society also.
Psychological egoism
All actions are selfish, unselfish actions are impossible.
3 aspects of operation management
- Planning
- Transformation process
- Service v product industry
Planning and designing operations systems
- Planning
- Design product
- Plan capacity
- Sustainability and manufacturing
4 aspects of managing supply chain
- purchasing
- managing inventory
- outsourcing
- routing and planning
Total Quality Management (TQM)
Uniform commitment to quality control in all areas of an organisation = culture which meets customer expectations
Material Requirements Planning
Requires precise quantity of materials to make product
Just in TIme inventory management
Resources come just in time to minimize holding and storing costs
Economic Order Quantity
Optimum number of items to minimize costs
Standardisation
making identical or interchangable components/products.
Modular design
Created in self contained units/modules which are combined or interchanged to create different products
Customization
Bespoke etc
Organisational Culture
A shared system of beliefs and values that develops within an organisation and guides the behavior of its members
Organisational Structure
Formal written system of task reporting and reporting relationships that coordinate and motivate and organisations members so that they can work together and achieve organisations goals.
Organisational Conflict
Two systems interact in a way that the actions of one system prevent or compel one outcome against the resistance of the other
5 approaches to dealing with organisational conflict
Avoiding the issue: low level of cooperation and low assertiveness.
Competing: person with the most power wins.
Accommodating: willingness of one party to place his interests below others.
Compromise: Meeting in the middle.
Collaboration: both parties work together. Highly cooperative and assertive.
Primary dimensions of diversity
inborn differences or differences which have an impact throughout one’s life, core elements through which people shape their worldview and self image.
Secondary dimensions of diversity
acquired or changed throughout one’s lifetime. Less of an impact as primary, but impact self definition and world view, and how the person is viewed by others.
Ethnocentrism
belief that one’s own group or subculture is inherently superior to other groups or cultures.
Monoculture
a culture that accepts only one way of doing things and one set of values and beliefs
