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Flashcards in week 12 Deck (19):
1

max weber's ideal bureaucracy

- a model for turning employees with no more than average abilities into rational decision makers serving the clients and constituencies of a bureaucracy with impartiality and efficiency

2

division of labour - adam smith's pin factory

- division of labor refers to splitting the work of the organization among employees

- each of whom perform 1 task

- distributes responsibilites and assigns work tasks

- is efficient and effective

3

division of labour today: marxist critique

- alienation
-> workers become more and more specialized and work becomes repetitive

- leading to complete alienation from the process of production

- a man can not be defined apart from his labor

4

hierarchy

- distribution of authority in an organization

-> relates to legal or positional authority

-> defines formal reporting relationships

5

differentiation by degrees of authority

- having fewer departments ( low horizontal differentiation) but many more hierarchical levels ( high vertical differentiation)

6

integration

- the more complex organization, both in terms of horizontal and vertical differentiation, the greater the need for integration

- getting everyone to pull in the same direction


mechanisms
-> formal rules, procedures and scheduling cross functional teams
-> task forces
-> direct communication between departments

7

basic org designs

- flat/simple

- functional

- divisional

- matrix

8

basic org designs; - flat simple

adv.
-> clear view of organizational goals
-> wide spans of control and centralized authority allow quick decision making
-> inexpensive

-disadvantages
-> unfeasable for larger organizations with higher variety

9

functional

adv.
-> efficiencies from putting together similar specialties and people with common skills, knowledge and orientations

dis.
-> poor communication across fundamental areas

10

divisional

- adv.
-> allows specialization in particular products, services and geographies
-> facilitates cross-functional collaborations

dis.
-> limits learning / knowledge sharing in functional areas
-> can create unwanted rivalries / competition between divisions

11

matrix

- high information carrying capacity
- high degree of co-ordination / integration
- potentially faster decision making

- dis
-> expensive and complex
- conflicts slow down decision making

12

culture

- shared ways of thinking and doing things in a social group

13

organizational culture

- the implicit and emergent organizational understandings that contextualize efforts to make meaning, including internal self-definition

14

a strong culture

- is one which is deeply embedded into the ways a business or organization does things

-> drive commitment and motivation
-> set clear direction
-> less need for detailed politices and procedures

15

weak culture

- can arise when the core values are not clearly defined, communicated or widely accepted by those working for the organization

-> lead to inconsistent behaviour of people in the organization
-> lead to political games or status quo

-> greater need for detailed policies and procedures

16

well defined cultures

- are effective controls

-> creates rigorous but hidden rules
-> are experienced as autonomy
-> increase shared understanding

17

culture: strong reinforcement

- alignment with groups values
- belong through your outlook
- promote certain behaviours

- intrinsically motivate individuals
- meaningfulness of work
- sense of identity, pride and belonging

18

culture and capabilities

- very rigorous training and socialization program

- very strong normative order that reduces uncertainty

- clear and reliable expectations

- what 'brothers in arms' will do in a given situation

19

what is culture made of

- observable expressions of culture

- specified rules of behaviour

- logics underneath culture