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organization culture
management a practical introduction
| Question | Answer |
|---|---|
| managers must report and justify work results to the managers above them | accountability |
| assumes that the most effective cultures help organizations anticipate and adapt to environment changes | adaptive perspective |
| has an external focus and values flexibility | adhocracy culture |
| is the non-bureaucratic stage, the stage in which the organization is created | birth stage |
| important decisions are made by higher-level managers | centralized authority |
| has an internal focus and values flexibility rather than stability and control | clan culture |
| unifies employees or members and gives everyone an understanding of the organization's reason for being | common purpose |
| the process of fitting the organization to its environment | contingency design |
| the coordination of individual efforts into a group or organization-wide effort | coordinated effort |
| tend to group activities around common customers or clients | customer division |
| important decisions are made by middle-level and supervisory-level managers | decentralized authority |
| is the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy | delegation |
| AKA work specialization is the arrangement of having discrete parts of a task done by different people | division of labor |
| people with diverse occupational specialties are put together in formal groups by similar products or services, customers or clients, or geographic | divisional structure |
| which represent the values and norms actually exhibited in the organization | enacted values |
| are the explicitly stated values and norms preferred by an organization | espoused values |
| assumes that an organization's culture must align, or fit with its business or strategic context | fit perspective |
| people with similar occupational specialties are put together in formal groups | functional structure |
| group activities around defined regional location | geographic divisions |
| is a person whose accomplishments embody the value of the organization | hero |
| or chain of command is a control mechanism for making sure the right people do the right things at the right time | hierarchy of authority |
| is the tendency of the parts of an organization to draw together to achieve a common puropse | integration |
| have authority to make decisions and usually have people reporting to them | line managers |
| has a strong external focus and values stability and control | market culture |
| an organization combines functional and divisional chains of command in a grid so that there are two command structures-vertical and horizontal | matrix structure |
| the organization becomes very bureaucratic, large, and mechanistic | maturity stage |
| authority is centralized, tasks and rules are clearly specified, and employees are closely supervised | mechanistic organization |
| the organization becomes bureaucratic, a period of growth evolving into stability | midlife stage |
| a firm assembles product chunks, or modules, provides by outside contractors | modular structure |
| sixth type of organization structure, whereby a central core is linked to outside independent firms by computer connections, which are used to operate as if all were a single organization | network structure |
| authority is decentralized, there are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks | organic organization |
| is a system of consciously coordinated activities or forces of two or more people | organization |
| is a box-and-lines illustration showing the formal lines of authority and the organization's official positions or work specializations | organization chart |
| sometimes called corporate culture, is a system of shared beliefs and values that develops within an organization and guides the behavior of its members | organizational culture |
| has a natural sequence of stages: birth, youth, midlife, and maturity | organizational life cycle |
| is a formal system of task and reporting relationships that coordinate and motivates an organization members so that they can work together to achieve the organization's goals | organizational structure |
| group activities around similar products or services | product division |
| is the obligation you have to perform the tasks assigned to you | responsibility |
| are the activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization's life | rites and rituals |
| has authority centralized in a single person, a flat hierarchy, few rules, and low work specialization | simple structure |
| refers to the number of people reporting directly to a given manager | span of control (management) |
| have authority functions they provide advice, recommendations, and research to line managers | staff personnel |
| is a narrative based on true events, which is repeated-and sometimes embellished upon-to emphasize a particular value | story |
| assumes that the strength of a corporate culture is related to a firm's long-term financial performance | strength perspective |
| is an object, act, quality, or event that conveys meaning to others | symbol |
| teams or work-groups, either temporary or permanent, are used to improve horizontal throughout the organization | team-based structure |
| in which an employee should report to no more than one manager | unity of command |
| the organization is in a prebureuaratic stage, a stage of growth and expansion | youth stage |
| refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources | authority |
| is the tendency of the parts of an organization to disperse and fragment | differentiation |
| has an internal focus and values stability and control over flexibility | hierarchy culture |
Created by:
blearly
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