TOS A & E: Organizations and Organizational Change - Muchinsky Flashcards

(49 cards)

1
Q

A coordinated group of people who perform tasks to produce goods or services, colloquially referred to as companies.

A

Organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

A theory developed in the early 20th century that described the form and structure of organizations.

A

Classical theory of organizations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

One of the basic components of any organizations, that composed of the activities and functions performed in them and the relationships among these activities and function.

A

A system of differentiated activities.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

One of the basic components of any organizations that composed of activities and functions, people perform tasks and exercise authority.

A

People

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

One of the basic components of any organizations that cooperation must exist among the people performing their various activities to achieve a unity of purpose of their common goals.

A

Cooperation toward a goal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

One of the basic components of any organizations that is established through superior subordinate relationship.

A

Authority

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

The concept that organizations should be divided into units that perform similar functions.

A

Functional Principle

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

The concept that organizations are structured by a chain of command that grows with increasing levels of authority.

A

Scalar principle

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

The concept that each subordinate should be accountable to only one supervisor.

A

Unity of command

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

The concept of differentiating organizational work into line and staff functions.

A

Line/staff principle

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Organizational work that directly meets the major goals of an organization.

A

Line function

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Organizational work that supports line activities.

A

Staff functions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

The concept that refers to the number of subordinates a manager is responsible for supervising.

A

Span of control principle

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

A small span of control is ___ subordinates: a large span of control might be ____.

A

2 and 15

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

A theory developed in the 1950s that described psychological or behavioral issues associated with organizations.

A

Neoclasical theory of organizations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

What is the primary contribution of neoclasical theory?

A

Reveal the principles proposed by classical theory were not as universally applicable and simple as originally formulated.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

A theory developed in the 1970s that described organizations in terms of interdependent components that form a system.

A

Systems theory

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

System theory that bring their own personalities, abilities and attitudes with them to the organizations, which influence what they hope to attain by participating in the system.

A

Indiviaduals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

System theory that is interrelated pattern of jobs that provides the structures of the system

A

Formal organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

System theory that do not work in isolation but become members of small groups as a way to facilitate their own adaptability within the system.

21
Q

System theory that differences exist among jobs within an organization and define the behavior of individuals within the system.

A

Status and role

22
Q

System theory that the external physical environment and the degree of technology that characterizes the organization.

A

Physical setting

23
Q

The arrangements of work functions within an organization design to achieve efficiency and control.

A

Organizational structure

24
Q

This is the sum total of the ways in which its labor is divided into distinct tasks and then its coordination is achieved among these tasks. - Mintzberg (1983)

25
It achieves the coordination of work by the simple process of informal communication.
Mutual adjustment
26
It achieves coordination by having one person take responsibility for the work of others, issuing instructions to them and monitoring their actions.
Direct supervision
27
This is another mechanism to achieve coordination is to standardize or specify work process.
Standardization of work processes.
28
This is another mechanism to achieve coordination is to standardize or specify the product of the work to be performed.
Standardization of work output
29
Coordination among work activities can be attained by specifying in advance the knowledge, skills, and training required to perform the work.
Standardization of skills and knowledge
30
Five basic parts of an organization
1. Operating core 2. Strategic apex 3. Middle line 4. Technostructure 5. Support staff
31
This consist of those employees who are responsible for conducting the basic work duties that give the organization its defining purpose.
Operating core
32
Its responsible for the overall success of the entire organization.
Strategic apex
33
It represents those employees who have the day to day authority for ensuring that the overall goals set by the strategic apex are being carried out by the operating core.
Middle line
34
It is those employees who possess specific technical expertise that facilities the overall operation of the organization.
Technostructure
35
It provides services that aid the basic mission of the organization and typically includes the mailroom, switchboard, security, and janitorial services.
Support staff
36
The human components of a work organization that influence the behavior of individuals and groups.
Social system
37
A set of expectations about appropriate behavior in a position.
Role
38
A set of shared group expectations about appropriate behavior.
Norm
39
The language, values, attitudes, beliefs, and customs of an organization.
Organizational Culture
40
This is a relatively new, emerging in the 1990s as a response to advances in computer technology, new trade agreements among nations.
Global organizations
41
A system of planned interventions designed to change an organization's structure and/or processes to achieve a higher level of functioning.
Organization development
42
A process by which an organization reconfigures its structure and processes to achieve greater efficiency (may or may not involve downsizing)
Reorganization
43
The process by which an organization reduces its number of employees to achieve greater overall efficiency.
Downsizing
44
It implies that there is a size for the organization that is right or correct for its environment.
Right-sizing
45
The process of giving employees in an organization more power and decision-making authority within a context of less managerial oversight.
Empowerment
46
Four General Dimensions of Empowerment
1. Meaning 2. Competence 3. Self-determination 4. Impact
47
A method of improving business processes using statistical information to achieve greater customer satisfaction.
Six Sigma
48
Five Critical Phases of process
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
49