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Stack #4677570
| Question | Answer |
|---|---|
| He is an American organizational theorist who introduced the concepts of "loose coupling", "mindfulness", and "sensemaking" into organizational studies. the Rensis Likert Distinguished University Professor | Karl Edward Weick |
| "making something happen" | ENACTMENT |
| An American sociologist who eventually became as much a critical intellectual as a sociologist. | Alvin Ward Gouldner |
| Is a puzzle or communication device that uses pictures, symbols, or letters to represent words, syllables, or phrases, often relying on puns | Rebus |
| people can take action before thinking ○ Taking up certain responsibilities without any meaning to it prior | Organizational context |
| individuals make sense of their environment through their actions | Sensemaking |
| Understand the experiences of individuals and members of the organization | Interpretation |
| Reconstruct expla ● Why is this emergency happening? ● Use senses to make sense of the situation | SENSEMAKING Construction |
| Creating a shared understanding ● Collective understanding among individuals in the organization | SENSEMAKING Creation |
| Social Construct | PROPERTIES OF SENSEMAKING Social processes Happens through interaction/ communication (from the construction step) |
| Ongoing | Ongoing / transformative process ○ Making sense is a continuous process, not a one-time event |
| Focused on Cues | Interpret specific signals from the environment |
| Retrospective | Thinking about past events Understand events after they happen by reflecting on them |
| Enactive of Environment | Create the environment they interpret through their actions |
| Enactment of Limitations | ● Avoidance of testing/ failure to act ● Avoided test may occur– people fear to experience failure– that’s how they learn (Garfinkel, 1967) ● Members do not dare to test or break the limit out of fear of consequences |
| Avoidance test | If the organization does not break the rules, they won’t learn the extent of the limitation or WON’T LEARN AT ALL |
| Enactment perspective | Implies that people in organizations should be more self-conscious about and spend more time reflecting on the actual things they do |
| Alvin Ward Gouldner | American sociologist Patterns of Industrial Bureaucracy |
| Organizational Structure | A way or method by which organizational activities are divided, organized, and coordinated |
| Open System | Ludwig Von Bertalanffy |
| Re-Engineering | is a set of tasks performed by an organization to change the process and internal controls to be changed from vertical traditional structures and hierarchy to horizontal structures... |
| Loosely Coupled Organization | Different parts of an organization are connected but operate with a degree of independence |
| TYPES OF ORGANIZATION Simple Structure | Direct chain of command ● Equal levels of employees except for manager ● Only about two levels ● Flexible relations and due to limited separation ○ Has low complexity ● No need for highly formal structures |
| TYPES OF ORGANIZATION Functional Structure | May specialization ● Used as a tool to fulfill the increasing needs of separation ● Each department has a designated leader — but still monitored by third level |
| TYPES OF ORGANIZATION Divisional Structure | More fit for larger, geographically dispersed ● Organizations need to divide ● Divisional organizations have teams focused on a specific market or product line |
| TYPES OF ORGANIZATION Matrix Structure | Creating a type of structure composed of functional and multidivisional structures ● Broken & unbroken lines ○ Unbroken lines ■ Walang direct relations ● Two Product Managers |
| TYPES OF ORGANIZATION Network Structure | Forms in a circle ● Joining the efforts of two or more organizations with the goal of delivering one product or service |
| TYPES OF ORGANIZATION Hierarchical Structure | Chain of command ● Highest-level executive has the highest power over the devision-making process |
| Rabbinz | Boundaryless Organizations |
| Ludwig Von Bertalanffy | Open System |
| Daft | Conflict resolution, problem solving (OS) |
| Monovarian, et al. | Task division and information flow (OS) |
| Rezayian | Control member performance (OS) |
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