MGMT Exam 2-1

-aka corp. culture; a system of shared beliefs and values that develops within an organization and guides the behavior of its members1) clan: has an internal focus and values flexibility rather than stability and control2) adhocracy: has an external focus and values flexibility3) market: has a strong external focus and values stability and control 4) hierarchy: has an internal focus and values stability and control over flexibility

1) observable artifacts: physical manifestations such as manner of dress, awards, myths and stories about the company, rituals and ceremonies, decor, and manager behavior2) Espoused values: explicitly stated values and norms preferred by an org; enacted values: represent values and norms ACTUALLY EXHIBITED in the organization3) basic assumptions: core values of the organization that are not observable

1) symbols: objects, acts, qualities, or events that convey meaning to others (Gold Step award for innovative emps)2) Stories: a narrative based on true events which is repeated (sometimes embellished) to emphasize a particular value3) heroes: people whose accomplishments embody the values of the organization4) rites and rituals: activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization's life

1) gives members organizational identity2) facilitates collective commitment (employees happy to be a part of the organization)3) promotes social-system stability (positive and reinforcing environments are created) 4) shapes behavior by helping employees make sense of their surroundings

1) strength: assumes that strength of corp. culture is related to a firm's long-term financial performance2) Fit: assumes an org's culture must align, or fit, with its business or strategic content--a correct fit fosters higher financial performance3) adaptive perspective: assumes that most effective cultures help organizations anticipate and adapt to environmental changes ***HIGHEST LONG-TERM FINANCIAL PERFORMANCE WITH THIS PERSPECTIVE**

1) formal statements (missions, values, etc)2) slogans and sayings ("invent the future")3) stories, legends, and myth 4) leader reactions to crises5) role modeling, training, and coaching (orientation)6) physical design (seat layout: cubes vs free seating)7) rewards, titles, promos, and bonuses8) organizational goals and performance criteria9) measurable and controllable activities10) organizational structure11) organizational systems and procedures

-a system of consciously coordinated activities or forces of 2 or more people1) for profit: make money by offering products/services2) non profit: formed to offer services not for profit3) mutual benefit: voluntary collectives whose purpose is to advance members' interests (unions, trade associations)

Box-and-lines illustration showing the formal lines of authority and the organization's official positions or work specializations
reveals: hierarchy of authority (who reports to whom)and horizontal specialization (who specializes in what)

1) common purpose: unifies employees/members and gives everyone an understanding of the organization's reason for being2) coordinated effort: coordination of individual efforts into a group or organization-wide effort3) division of labor: work specialization; the arrangement of having discrete parts of a task done by different people4) hierarchy of authority: chain of command; control mechanism for making sure the right people do the right things at the right time5) span of control: span of management; number of people reporting directly to a given manger6) authority, responsibility, and delegation: line vs staff responsibility/positions7) centralization vs. decentralization: who makes the important decisions in the organization

1) an employee should report to no more than one manager2) refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources3) managers must report and justify work results to the managers above them4) the obligation you have to perform the tasks assigned to you5) the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy

1) line managers have authority to make decisions and usually have people reporting to them2) staff personnel have authority functions: they provide advice, recommendations, and research to line managers

1) important decisions made by higher level managers2) important decisions made by middle level and supervisory level managers

1) simple structure: has authority centralized in a single person, a flat hierarchy, a few rules, and low work specialization2) functional structure: people with similar occupational specialties are put together in formal groups3) divisional structure: people with diverse occupational specialities are put together in formal groups by similar products or services, customers or clients, or geographic regions4) matrix structure: an organization combines functional and divisional chains of command in a grid so that there are 2 command structures (horizontal and vertical)5) team based structure: teams or workgroups are used to improve horizontal relations and solve problems6) network structure: organization has a central core that is linked to outside independent firms by computer connections which are used to operate as if all were a single organization7) modular structure: firm assembles product chunks, or modules, provided by outside contractors

1) group activities around similar products or services2) group activities around common customers or clients3) group activities around defined regional locations

1) aka virtual organizations: use network structure2) company retains important core processes critical to it performance and outsources most other processes (seems to hollow out the organization)3) extensive, even world wide operations but with a basic core held together by information technology