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WO & SP DT II > WOP Lecture 12: Organizational structure and culture > Flashcards

WOP Lecture 12: Organizational structure and culture Flashcards

1
Q

organizational structure =

A

the division of labor as well as the patterns of coordination, communication, workflow and formal power, that directs the organizational activities

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2
Q

division of labor =

A

dividing work into separate jobs and activities, assigned to different people.

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3
Q

horizontal division =

A

more narrow tasks

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4
Q

vertical division

A

more layers, dus meer mensen krijgen verschillende taken

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5
Q

sometimes both horizontal and vertical, but not necessary

A

oke

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6
Q

when is division of labor effective

A

only when activities are coordinated

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7
Q

informal communication

A
  • sharing info
  • common mental models
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8
Q

where is work coordination necessary especially

A
  • ambiguous situ
  • non routine situ
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9
Q

where is informal communication aided by

A

information technology,
liaison/integrator roles, temporary
teams

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10
Q

3 aspects of coordination of work activities

A
  1. informal communication
  2. formal hierarchy
  3. standardization
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11
Q

formal hierarchy

A

direct supervision
chain of command
power over others to direct work processes, allocate resources

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12
Q

standardization 3 forms

A

standardized:
processes (simple/routine tasks)
outputs
skills

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13
Q

4 elements of organizational structure

A

span of control
centralization
departmentalization
formalization

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14
Q

span of control =

A

number of people reporting directly to the next hierarchical level = direct reports

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15
Q

wide structure

A

ook wel flat

weinig lagen, dus grote groepen

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16
Q

narrow

A

ook wel tall

heel veel lagen, iedereen heeft een baas

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17
Q

wat gebeurt er als het bedrijf groeit

A

more layers are required, dus taller / narrow structures

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18
Q

problems of taller structures

A

lower quality
timely upward information
cost
less empowerment
less engagement

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19
Q

optimal span of control depends on

A

coordination mechanisms that are used (3 van net -> welke zijn het??? ;))
type of task
interdependence of employees

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20
Q

centralization

A

degree to which formal decision authority is held by a small group of people

dus centralization = een baas at the top

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21
Q

decentralization

A

veel mensen maken decisions -> dispersed decision making authority

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22
Q

locus of decision making authority

A

wie de beslissingen maakt

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23
Q

formalization =

A

level of standardization of behaviour

dus hoeveel rules, procedures, training etc

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24
Q

advantages of formalization

A

efficiency
compliance
consistency omhoog

work stress omlaag

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25
disadvantages of formalization
flexibility learning creativity autonomy job satisfaction
26
organic structure
wide span of control low degree of formalization decentralized
27
voor welke soort environment is organic
dynamic, hostile
28
mechanic structure
narrow span of control high degree of formalization high centralization
29
voor welke environment is mechanic
stable
30
how are employees and their activities grouped?
= departmentalization -> via organizational charts
31
three functions of departmentalization
1. establishes chain of command 2. creates common mental models, focus 3. encourages coordination by informal communicatioon
32
6 most common structural forms
simple, functional, divisional, team-based, matrix and network
33
functional structure
organizes employees around knowledge or other resources bv finance, production en marketing = apple
34
benefits of functional structures
* Economies of scale * Supports professional identity and career paths * Easier supervision
35
nadelen functional structures
* Emphasizes subunit more than organizational goals * Higher dysfunctional conflict * Poorer coordination, requires more controls
36
divisional structure (types)
organizes employees around: 1. end products or services 2. client groups 3. geographical areas = philips eerst: healthcare, lightning, innovation
37
advantages divisional structures
building block type of structure -> supports growth or strategy focus on markets, products or client groups (dus op de outcomes)
38
disadvantages of divisional structure
duplication, inefficient use of resources specialization in silos in org less knowledge sharing
39
Team-based structures
are very flat, with low formalization, and organize self-directed teams around work processes rather than functional specialties.
40
The matrix structure
combines two structures to leverage the benefits of both types. However, this approach requires more coordination than functional or pure divisional structures, may dilute accountability, and increases conflict.
41
network structure
is an alliance of several organizations for the purpose of creating a product or serving a client.
42
4 contingencies for success
environment size technology strategy
43
dynamic environment
many changes, unforseeable future = organic structure
44
stable environment
changes are predictable, not much change = mechanic structure
45
hostile environment
competition, scarce resources = organic structure to respond quickly
46
munificent environment
enough resources and demand = organic structure not needed
47
complex environment
many elements = decentralize
48
simple environment
few things to monitor = less need for decentralization
49
diverse environment
multiple products, cllients and locations - divisional structure + decentralize
50
integrated
1 product, client or location = functional or geographic divisional structure
51
dus bij welke environment organic structure
dynamic, hostile
52
waar decentralization
complex and diverse
53
waar functional of geographical divisional structure
integrated (met een product of client of locatie)
54
larger company =
job specialization standardization formalization decentralization
55
strategy
¡ Points to the environments in which the organization will operate ¡ Leaders decide which structure to apply structure follows strategy
56
organizational culture=
the shared values and assumptions in an organization
57
values =
stable, evaluative beliefs that determine our preference for a certain outcome or approach = conscious perceptions of what is right or wrong
58
assumptions
= unconscious!! perceptions about the correct way of deeling with problems and opportunities
59
dus verschil values and assumptions
values = conscious assumptions = unconscious
60
artefacts
Visible signals and signs, observable manifestations van een bedrijf
61
shared values
conscious what is good/bad cognitions
62
2 verschillende values
espoused = presenteren enacted = wat ze echt doen
63
shared assumptions
unconscious taken for granted implicit mental models prototype for behaviour
64
4 typen artefacts
physical structures language rituals and ceremonies stories and legends
65
wat doen artefacts
represent, maintain and strenghten the culture signal and pass on culture to newcomers maar... very hard to decipher (ontcijferen)
66
categorizations of org. culture
Innovation, stability, respect for people, outcome orientation, attention to detail, team orientation, aggressiveness
67
problems of categorizations and culture models
- Oversimplification of diversity - Ignoring deeper assumptions - Values exist within individuals, not within work units - Not automatically shared by everyone in an organization - Often subcultures exist > blurry
68
subculture
- parallel to the dominant structure - enhance differ or contrary to dominant culture
69
wat als een subculture contrary is
counterculture
70
relevance of subcultures
- source of conflict and dissension (dysfunctional behaviour risk) - source of attentiveness and critical thinking -> creativity (guard performance and ethical behaviour) - sources of info in order to adapt to changing environment (long term survival!)
71
strenght of a culture depends on
- do employees understand and embrace dominant values - are values and assumptions institutionalized through widespread artefacts
72
period in which the culture has prevailed often links back to the founder of the organization
oke
73
functions of a strong culture (3)
- social control system - social glue - sense making
74
impact of the strength of a culture depends on
fit with environment not being a cult -> moderate strength adaptiveness
75
outcomes
org. performance employee wellbeing
76
bicultural audit
establishing the cultures of 2 organizations - differences and similarities? - could differences lead to conflict? - action plan
77
assimilation
acquired org embraces new culture
78
deculturation
acquiring org. enforces culture = bij resistance!
79
integration
combining the best aspects slow!!
80
separation
keep their own culture bv in verschillende landen, of bij verschillende activiteiten
81
changing and streghtening org culture
- attraction, selection and socialization -> cultural fit - support workforce stability and communication - introduce culturally consistent rewards and cognition - align artefacts with wanted culture - actions of founders and leaders
82
ASA theory
attraction selection attrition
83
organizational socialization
The process by which individuals learn the values, expected behaviors and social knowledge necessary to assume their roles in the organization
84
3 phases of organizational socialization
1. pre-employment stage 2. encounter stage 2. role management
85
pre employment stage
outsider gathering info forming expectations
86
encounter stage
newcomer testing expectations
87
role management
insider strenghten relationships changing roles and behaviour resolving conflict
88
welke processes horen bij socialization
learning and adjusting, leads to perceptions on the nature of the psychological contract
89
improve the socialization process
- prior to hiring: realistic job preview (information) - after hiring: socialization agents, buddies

WO & SP DT II (16 decks)

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