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ADV Org
| Question | Answer |
|---|---|
| The most phenomenal era in company history | The Jack Welch Era 1981-2001 |
| Most analysts thought GE fell behind rather than moved ahead | The Jeff Immelt Era 2001-2017 |
| What is an Organization? | Social entities that are goal-directed Designed as deliberately structured and coordinated activity systems Linked to the external environment |
| Raw materials, people, information, financial resources, | Input |
| Products and Services | Output |
| Formalization, specialization, Hierarchy of authority, complexity, centralization | Structural Dimensions |
| Size, organizational techniques, environment, goals and strategy, culture | contingency factors |
| Amount of resources used to achieve the organization’s goals | Efficiency |
| The degree to which an organization achieves its goals | Effectiveness |
| Balancing the needs of groups within and outside of the organization that have a stake in the organization’s performance | Stakeholder Approach |
| Historical perspectives provide insight into how organization design and management practices have varied over time in response to changes in society. | The Evolution of Organization Theory and Design |
| Organization design is machine-like, with standard rules and procedures and a clear hierarchy of authority | Mechanistic |
| Organization design is looser and free-flowing, with a decentralized decision-making authority | Organic: |
| large size, efficiency strategy, stable environment, rigid culture, manufacturing technology | Mechanistic design |
| small size, innovation strategy, changing environment, adaptive culture, service technology, | Organic design |
| People work together on an equal basis, and no one gives or takes orders from others. Costs may be lower due to reduced overhead. Money must be invested in ongoing employee training and development. The culture must engage employees and support the non-hi | Bossless Design |
| Individual Group (such as a department) Organization External environment (such as a community) | Four levels of analysis characterize organizations |
| focuses on the individuals within organizations. | Organizational behavior |
| analyzes the whole organization as a unit. | Organization theory and design |
| Involves looking at the current trends and discontinuities and visualizing future possibilities | Scenario planning |
| An assessment of the strengths, weaknesses, opportunities, and threats that affect organizational performance | SWOT analysis |
| A desired state of affairs that an organization attempts to reach | Organizational goal |
| All the organization’s energies and resources are directed toward a focused, unifying, and compelling goal | Strategic intent |
| Mission Competitive advantage Core competence | Three aspects of strategic intent |
| is a plan for interacting with the competitive environment | strategy |
| Porter model of competitive strategies Miles and Snow strategy typology | strategy models |
| Low-cost Leadership: Differentiation strategy | Porter’s Competitive Strategies |
| Distinguish products or services from others in the industry | Differentiation strategy |
| Increase market share by keeping costs low compared to competitors | Low-cost Leadership |
| Learning orientation; flexible, fluid, decentralized structure Strong capability in research | Prospector: |
| Balances efficiency and learning; tight cost control with flexibility and adaptability Efficient production for stable product lines; emphasis on creativity, research, risk-taking for innovation | Analyzer: |
| Efficiency orientation; centralized authority; tight cost control Emphasis on production efficiency; low overhead Close supervision; little employee empowerment | Defender: |
| No clear organizational approach; design characteristics may shift abruptly, depending on current needs | Reactor: |
| tries to balance concern with various parts of the organization | competing values model |
| Open systems emphasis Rational goal emphasis Internal process emphasis Human relations emphasis | Four approaches to effectiveness values |
| Decision authority is located near the top of the organization | Centralized |
| Decision authority is pushed downward to lower organization levels | Decentralized |
| coordinate activities between the top and the bottom of the organization and are designed primarily for control of the organization | Vertical linkages |
| provide opportunities for communication and coordination horizontally across organizational departments | Horizontal linkages |
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