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a systme of consciously coordinated activities or forces of two or more persons
organizations
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formulation and enforcement of policies, rules, and regulations
coordination of effort
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when the common goal is pursued by individuals performing spearate but related tasks
division of labor
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a control mechanism dedicated to making sure the right people do the right things at the right time
hierarchy of authority
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each employee should report only one manager
unity of command principle
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a graphic representation of formal authority and division of labor relationships
organization chart
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refers to the number of people reporting directly to a given manager
spans of control
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do background research and provide technical advice and recommendations to their line mangers
staff personnel
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have the authority to make decisions
line managers
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a self sufficient entity
closed system
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depends on constant interaction with the environment for survival
open system
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one that proactively creates acquires and transfers knowledge and that changes it behaviors on the basis of new knowledge and insights
learning organization
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groups people according to the business functions they perform
functional structure
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the organization groups together activities related to outputs
divisional structure
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used when a stronger horizontal alignment or cooperation is needed in order to meet goals
matrix structure
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results from strategic application of the trend toward outsourcing
hollow structure
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uses outsourcing but it outsources parts of the product
modular structure
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a company outside a company created specifically to respond to an exceptional market opportunity that is often temporary
virtual structure
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rigid bureaucrcies with strict rules, narrowly defined tasks and top down communication
mechanistic organizations
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flexible networks of multitalied individuals who perform a variety of tasks
organic organizations
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occurs when key decisions are made by top management
centralized decision making
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occurs when important decisions are made by middle and lower level managers
decentralized decision making
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an organization is deemed effective if it acquires necessary factors of production such as raw materials, labor, capital, and managerial, and technical expertise
resources acquisition
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what the organization must excell at to effectivley meet its financial objectives and customers expectaions
internal processes
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the satisfication of key interested parties
strategic consitutiencies satisfaction
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any group of individuals who have some stake in the organization
strategic constituency
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enables managment to identify all parties significantly impacted the organizations performance
stakeholder audit
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a decrease in an organization's resource base
organizational decline
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organizational tendancy to deny facts, use self aggradizement, and feel entitled
organizational narcissism
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the creation of something new that makes money, it finds a pathway to the consumer
innovation
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