misc. Flashcards
(13 cards)
(Meyer & Rowan, 1977)
many aspects of an organisations formal structure are not designed for efficiency or technical necessity, but rather to conform to social norms & expectations in the broader institutional environment. These are often Symbolic
coercive isomorphism
driven by external pressure, typically from the state, regulators or powerful stakeholders.
mimetic isomorphism
change driven by uncertainty. Leading organisations to copy others seen as successful or legitimate.
normative isomorphism
change driven by professional norms & training. Especially through education & professional networks.
neoclassical theory of the firm
“black box” that transforms inputs into outputs. (assumes perfect rationality, profit-maximisation, no internal structure
behavioural & managerial theories of the firm
incorporate extra complexity; satisficing, coalitions, organisation politics…
Evolutionary theory of the firm
Firms evolve through routines, path dependance, and selection. Analogous to biological evolution.
peter principle
a person is promoted to his level of incompetence
why is internal data not always dependable
Sales teams are likely to want to keep est. sales as conservative as possible if they will be scrutinised, or higher if incentives alighn.
nancy Foys law
the effectiveness of a network is inversely proportional to its formality
> you need a spider, not a chairman
> networks are crucial to organisational success
(Handy, 1985)
Decentralisation should be a response to diversity.
Only if these pressures are stronger than those for uniformity will this effort be sucsessful
(Mintzberg, 1975)
roles of a manager
(Inter-personal roles)… LEADING
- Figurehead
- Leader
- Liason
(informational roles)… ADMINISTRATING
- Monitor
- Disseminator
- Spokesperson
(decisional roles)… FIXING
- Entrepreneur
- Disturbance handler
- Resource allocator
- Negotiator
new industrial economics (NIE)
extended TCE with institutions & contracts
> really just added in the importance of institutions
