Week 7-9

Question 1

three structures of organisational culture

Answer 1

1. Traditional; functional, divisional, matrix
2. Horizontal
3. Open boundaries between organisations

Question 2

5 features of organisational structure

Answer 2

1. Common purpose
2. co ordinated effort
3. Hierarchy of authority
4. span of control
5. centralisation/decentralisation of authority

Question 3

Clan culture

Answer 3

Internal focus, values flexibility over stability and control. Encourage collaboration, cohesion, view customers as partners, devote resources to hiring and training staff.

Question 4

Adhocracy culture

Answer 4

External focus, risk taking values flexibility. Innovative products (quick to respond to market changes) - well suited to start ups

Question 5

Hierarchy culture

Answer 5

internal focus, values stability over flexibility. Formal, structured, work environment, focus on measuring delivery/efficiency of staff

Question 6

Market culture

Answer 6

external focus, values stability and control. Driven by profits and results, employee development and satisfaction not top priority.

Question 7

3 levels of organisational culture

Answer 7

1. observable artifacts
2. espoused values (versus enacted values)
3. Basic assumptions

Question 8

4 reasons for importance of culture

Answer 8

1. organisational identity
2. facilitates collective commitment
3. promotes social system stability
4. shapes employee behavior

Question 9

3 theories behind culture and economic performance

Answer 9

1. Strength: Success due to strong culture
2. Fit: Culture must allign with strategic context
3. Adaption: culture helps adapt to change

Question 10

Simple organisational structure

Answer 10

Authority centralized, flat hierarchy, few rules, low work specialization

Question 11

Functional organisational structure

Answer 11

grouped by similar work and similar specialties. COmmonly found

Question 12

Divisional organisational structure

Answer 12

Diverse specialties put together by similar products, consumers, geographic locations.

Question 13

Matrix organisational structure

Answer 13

Combines functional and divisional chains of command on a grid so there are both horizontal and vertical chains of command

Question 14

Horizontal organisational structure

Answer 14

teams work together, break down boundaries, collaborate. Cross functional teams; barriers between divisions break down

Question 15

Boundaryless organisational structure

Answer 15

fluid, highly adaptive. Members come together to collaborate over internet.

Question 16

Hollow (network) organisational structure

Answer 16

Central core of key functions, outsource functions

Question 17

Modular organisational structure

Answer 17

outsource pieces of product rather than processes

Question 18

Virtual organisational structure

Answer 18

Company outside a company to meet a specific market need

Question 19

Virtue ethics and weaknesses

Answer 19

Character of person is more important than their actions or consequences of their actions.
Moral goodness of the person is more important
Weaknesses: egocentric: being virtuous to enhance own goodness, no explicit guidance, identifying virtues different

Question 20

Utilitarianism ethics and weaknesses

Answer 20

Action only good if creates most good for greatest amount of people, regardless of minority.
Weaknesses: Calculations of happiness unrealistic, doesn’t say what should be considered, unjust - majority at expense of minority.

Question 21

Ethic of care and weaknesses

Answer 21

Feminist theory relying on empathy, selflessness, etc. Notions of equality, not just right vs wrong
Weaknesses: Promotes subservience, prioritizes those who are closer to us than those who may be more vulnerable.

Question 22

Kants Ethics and weaknesses

Answer 22

Action focused. Golden rule, act in a way where you would be happy for your actions to be universally felt. Results are irrelevant.
Weaknesses: too narrow, no exceptions, just another way to define personal morality

Question 23

Egoism ethics and weaknesses

Answer 23

Morally right if long term self interests. Best outcome for you is the best moral.
Weaknesses: Not a theory, ignores wrongdoing. Morality is about actions and society also.

Question 24

Psychological egoism

Answer 24

All actions are selfish, unselfish actions are impossible.

Question 25

3 aspects of operation management

Answer 25

1. Planning 2. Transformation process 3. Service v product industry

Question 26

Planning and designing operations systems

Answer 26

1. Planning 2. Design product 3. Plan capacity 4. Sustainability and manufacturing

Question 27

4 aspects of managing supply chain

Answer 27

1. purchasing 2. managing inventory 3. outsourcing 4. routing and planning

Question 28

Total Quality Management (TQM)

Answer 28

Uniform commitment to quality control in all areas of an organisation = culture which meets customer expectations

Question 29

Material Requirements Planning

Answer 29

Requires precise quantity of materials to make product

Question 30

Just in TIme inventory management

Answer 30

Resources come just in time to minimize holding and storing costs

Question 31

Economic Order Quantity

Answer 31

Optimum number of items to minimize costs

Question 32

Standardisation

Answer 32

making identical or interchangable components/products.

Question 33

Modular design

Answer 33

Created in self contained units/modules which are combined or interchanged to create different products

Question 34

Customization

Answer 34

Bespoke etc

Question 35

Organisational Culture

Answer 35

A shared system of beliefs and values that develops within an organisation and guides the behavior of its members

Question 36

Organisational Structure

Answer 36

Formal written system of task reporting and reporting relationships that coordinate and motivate and organisations members so that they can work together and achieve organisations goals.

Question 37

Organisational Conflict

Answer 37

Two systems interact in a way that the actions of one system prevent or compel one outcome against the resistance of the other

Question 38

5 approaches to dealing with organisational conflict

Answer 38

Avoiding the issue: low level of cooperation and low assertiveness. Competing: person with the most power wins. Accommodating: willingness of one party to place his interests below others. Compromise: Meeting in the middle. Collaboration: both parties work together. Highly cooperative and assertive.

Question 39

Primary dimensions of diversity

Answer 39

inborn differences or differences which have an impact throughout one’s life, core elements through which people shape their worldview and self image.

Question 40

Secondary dimensions of diversity

Answer 40

acquired or changed throughout one’s lifetime. Less of an impact as primary, but impact self definition and world view, and how the person is viewed by others.

Question 41

Ethnocentrism

Answer 41

belief that one’s own group or subculture is inherently superior to other groups or cultures.

Question 42

Monoculture

Answer 42

a culture that accepts only one way of doing things and one set of values and beliefs