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Management
Chapter 8
| Question | Answer |
|---|---|
| Organizational Culture | the set of shared, taken-for-granted implicit assumptions that a group hold and that determines how it perceives, think about, and reacts to its various environments |
| 3 Levels of Organizational Culture | Level 1 Observable Artifact: Physical Manifestations of Culture Level 2: Espoused Values: Explicitly Stated Values and Norms Level 3: Basic Assumptions: Core Values of the Organization |
| How Employees Learn Culture | Symbols, Stories, Heroes, Rites and rituals, and Organizational socialization |
| Symbols | an object, an act, a quality, or event that conveys meaning to others |
| Stories | narrative based on true events repeated - and sometimes embellished upon - to emphasize a particular value |
| Heroes | person whose accomplishments embody the values of the organization |
| Rites and rituals | activities and ceremonies that celebrate important occasions and accomplishments |
| Organizational Socialization | the process by which people learn the values, norms, and required behaviors of an organization |
| Person-Organization fit | reflects the extent to which your personality and values match the climate and culture in an organization |
| Simple Structure | Authority is centralized in a single person with few rules and low work specialization |
| Functional Structure | People with similar occupational specialties are put together in formal groups |
| Divisional Structure | People with diverse occupational specialties are put together in formal groups by similar products, customers or geographic regions |
| Matrix Structure | Combines functional and divisional chains of command in a grid so that there are two command structures: Vertical and Horizontal |
| Horizontal Design | Teams or work groups either temporary or permanent, are used to improve collaboration and work on shared tasks by breaking down internal boundaries |
| Hollow or Network Structure | The organization has a central core of key functional and outsources other functions to vendors who can do them cheaper or faster |
| Modular Structure | The firm assembles product chunks, or modules, provided by outside contractors |
| Virtual organization | Organization whose members are geographically distant, usually working via e-mail, collaborative computing, and other computer connections |
| Virtual Structure | Company outside a company that is created "specifically to respond to an exceptional market opportunity" that is often temporary |
| Contingency Design | The process of fitting the organization to its environment |
| Contingency Design Three factors to consider | 1) Environment: mechanistic versus organic 2) Environment: differentiation versus integration 3) Link between strategy, culture, and structure |
| Differentiation | tendency of the parts of an organization to disperse and fragment |
| Intergration | Tendency of the parts of an organization to draw together to achieve a common purpose |
Created by:
wtterry41
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