Management ch8

managers must report and justify work results to the managers above them.

assumes that the most effective cultures help organizations anticipate and adapt to environmental changes.

has an external focus and values flexibility.

refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources.

is the nonbureaucratic stage, the stage in which the organization is created. Here there are no written rules and little if any supporting staff beyond perhaps a secretary.

is a fluid, highly adaptive organization whose members, linked by information technology, come together to collaborate on common tasks. The collaborators may include not only coworkers but also suppliers, customers, and even competitors.

important decisions are made by higher-level managers.

has an internal focus and values flexibility rather than stability and control.

unifies employees or members and gives everyone an understanding of the organization's reason for being.

The process of fitting the organization to its environment

the coordination of individual efforts into a group or organization wide effort.

important decisions are made by middle-level and supervisory-level managers.

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

is the tendency of the parts of an organization to disperse and fragment. The more subunits into which an organization breaks down, the more highly differentiated it is.

also known as work specialization, is the arrangement of having discrete parts of a task done by different people.

people with diverse occupational specialties are put together in formal groups by similar products or services, customers or clients, or geographic regions.

which represent the values and norms actually exhibited in the organization.

are the explicitly stated values and norms preferred by an organization

assumes that an organization's culture must align, or fit, with its business or strategic context.

people with similar occupational specialties are put together in formal groups.

group activities around defined regional locations.

is a person whose accomplishments embody the values of the organization.

has an internal focus and values stability and control over flexibility.

or chain of command, is a control mechanism for making sure the right people do the right things at the right time.

often called the network structure, the organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster

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

is the tendency of the parts of an organization to draw together to achieve a common purpose.

have authority to make decisions and usually have people reporting to them.

has a strong external focus and values stability and control.

an organization combines functional and divisional chains of command in a grid so that there are two command structures—vertical and horizontal.

the organization becomes very bureaucratic, large, and mechanistic. The danger at this point is lack of flexibility and innovation.

authority is centralized, tasks and rules are clearly specified, and employees are closely supervised. Mechanistic organizations, then, are bureaucratic, with rigid rules and top-down communication.

the organization becomes bureaucratic, a period of growth evolving into stability. Now the organization has a formalized bureaucratic structure, staffs of specialists, decentralization of functional divisions, and many rules.

a firm assembles product chunks, or modules, provided by outside contractors.

authority is decentralized, there are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks. Tom Peters and Robert Waterman called this kind of organization a "loose" structure.

is a system of consciously coordinated activities or forces of two or more people. (Chester Barnard)

is a box-and-lines illustration showing the formal lines of authority and the organization's official positions or work specializations.

sometimes called corporate culture, is a system of shared beliefs and values that develops within an organization and guides the behavior of its members

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

has a natural sequence of stages: birth, youth, midlife, and maturity.

is a formal system of task and reporting relationships that coordinates and motivate an organization's members so that they can work together to achieve the organization's goals.

group activities around similar products or services.

is the obligation you have to perform the tasks assigned to you. With more authority comes more responsibility.

are the activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization's life.

An organization with a X has authority centralized in a single person, a flat hierarchy, few rules, and low work specialization.

or span of management, refers to the number of people reporting directly to a given manager.

have authority functions; they provide advice, recommendations, and research to line managers.

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

assumes that the strength of a corporate culture is related to a firm's long-term financial performance.

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

in which an employee should report to no more than one manager in order to avoid conflicting priorities and demands.

an organization whose members are geographically apart, usually working with e-mail, collaborative computing, and other computer connections,

allows the form of boundaryless structure known as the virtual structure, a company outside a company that is created "specifically to respond to an exceptional market opportunity that is often temporary"

the organization is in a prebureaucratic stage, a stage of growth and expansion. Now the company has a product that is making headway in the marketplace, people are being added to the payroll (more clerical than professional), and some division of labor and setting of rules are being instituted.

(1) clan, which has an internal focus and values flexibility; (2) adhocracy, which has an external focus and values flexibility; (3) market, which has a strong external focus and values stability and control; and (4) hierarchy, which has an internal focus and values stability and control.

Level 1 is observable artifacts, the physical manifestations of culture. Level 2 is espoused values, explicitly stated values and norms preferred by an organization, although employees are frequently influenced by enacted values, which represent the values and norms actually exhibited in the organization. Level 3 consists of basic assumptions, the core values of the organization.

(1) It gives members an organizational identity. (2) It facilitates collective commitment. (3) It promotes social-system stability. (4) It shapes behavior by helping employees make sense of their surroundings.

(1) traditional (including simple, functional, divisional, and matrix structures), (2) horizontal designs, and (3) boundary-less design (hollow, modular, and virtual structures).

Birth stage Youth Stage Midlife Stage Maturity Stage