Organisation Fekg11

a culture characterized by strategic focus on the external environment through flexibility and change. adaptability culture

a closed systems management perspective that focuses on the total organization and grows from the insights of practitioners. administrative principles

a characteristic of an organization that can behave in both an organic and a mechanistic way. ambidextrous approach

a dimension of technology in which work activities can be reduced to mechanical steps and participants can follow an objective, computational procedure to solve problems. analyzability

a business strategy that seeks to maintain a stable business while innovating on the periphery. analyzer

a force for achieving desired outcomes that is prescribed by the formal hierarchy and reporting relationships. authority

a comprehensive management control system that balances traditional financial measures with operational measures relating to an organization’s critical success factors. balanced scorecard

activities that link and coordinate an organization with key elements in the external environment. boundary spanning roles

how decisions are made when time is limited, a large number of internal and external factors affect a decision and the problem is ill-defined. bounded rationality perspective

an organizational framework marked by rules and procedures, specialization and division of labour, hierarchy of authority, technically qualified personnel, separate position, and incumbent and written communications and records. bureaucracy

the use of rules, policies, hierarchy of authority, written documentation, standardization and other bureaucratic mechanisms to standardize behavior and assess performance. bureaucratic control

a culture that has an internal focus and a consistency orientation for a stable environment. bureaucratic culture

a perspective that emphasizes management on an impersonal, rational basis through such elements as clearly defined authority and responsibility, formal recordkeeping and uniform application of standard rules. bureaucratic organization

high-tech analysis of large amounts of internal and external data to identify patterns and relationships. business intelligence

a trait of a department whose role is in the primary activity of an organization. centrality

refers to the level of hierarchy with authority to make decisions. centralization

decision-making is limited to higher authority. centralized

a scientific theory that suggests that relationships in complex, adaptive systems are made up of numerous interconnections that create unintended effects and render the environment unpredictable. Chaos theory

a culture that focuses primarily on the involvement and participation of the organization’s members and on rapidly changing expectations from the external environment. clan culture

assumes that there is one best way to organize and manage based upon rational principles, whether applied to the design of work, as exemplified in Taylor’s scientific management, or the design of organizational structures, and articulated in Fayol’s thinking on administration. classical perspective

a system that is autonomous, enclosed and not dependent on its environment. closed system

an alliance between several managers who agree through bargaining about organizational goals and problem priorities. coalition

a formal statement of the company’s values concerning ethics and social responsibility. code of ethics

external pressures such as legal requirements exerted on an organization to adopt structures, techniques or behaviours similar to other organizations. coercive forces

an emerging perspective whereby organizations allow themselves to become dependent on other organizations to increase value and productivity for all. collaborative network

the negotiation of an agreement between management and workers. collective bargaining

the life cycle phase in which an organization has strong leadership and begins to develop clear goals and direction. collectivity stage

a perspective on organizational effectiveness that combines diverse indicators of performance that represent competing management values. competing values approach

rivalry between individuals or groups over a valued material or symbolic resource. competition

a situation in which parties in conflict directly engage one another and try to work out their differences. confrontation

groups of firms that venture into new products and technologies. consortia

traits that characterize the whole organization, including its size, technology, environment and goals. contextual dimensions

a theory meaning one thing depends on other things; the organization’s situation dictates the management approach. contingency

a perspective that brings together the two organizational dimensions of problem consensus and technical knowledge about solutions. contingency decision-making framework

a completely mechanized manufacturing process in which there is no starting or stopping. continuous process production

the work process that is directly related to the organization’s mission core technology

technology characterized by a fairly stable stream of activities but in which the conversion process is not analyzable or well understood. craft technology

organizational departments that initiate change, such as research and development, engineering, design and systems analysis. creative departments

the set of values, guiding beliefs, understandings and ways of thinking that are shared and are taught to new members as correct. culture

changes in the values, attitudes, expectations, beliefs, abilities and behavior of employees. culture changes

the degree of agreement among members of an organization about the importance of specific values. culture strength

a business strategy that seeks stability or even retrenchment rather than innovation or growth. defender

a structure in which employees share a common supervisor and resources, are jointly responsible for performance and tend to identify and collaborate with each other. departmental grouping

the cognitive and emotional differences between managers in various functional departments of an organization and formal structure differences between these departments. differentiation

a grouping in which people are organized according to what the organization produces. divisional grouping

the structuring of the organization according to individual products, services, product groups, major projects or profit centers; also called product structure or strategic business units. divisional structure

an organization’s environmental field of activity. domain

the degree to which an organization achieves its goals. effectiveness

the amount of resources used to produce a unit of output. efficiency

the organizational life cycle phase in which the red tape crisis is resolved through the development of a new sense of teamwork and collaboration. elaboration stage

the delegation of power or authority to subordinates; also called power sharing. empowerment

technology in which there is substantial variety in the tasks performed, but activities are usually handled on the basis of established formulas, procedures and techniques. engineering technology

sophisticated computerized systems that collect, process and provide information about a company’s entire enterprise, including order processing, product design, purchasing, inventory, manufacturing, distribution, human resources, receipt of payments and forecasting of future demand. enterprise resource planning (ERP)

the life cycle phase in which an organization is born and its emphasis is on creating a product and surviving in the marketplace. entrepreneurial stage

when each alternative choice or behavior seems undesirable because of a potentially negative ethical consequence. ethical dilemma

the code of moral principles and values that governs the behavior of a person or group with respect to what is right or wrong ethics

the manner in which an organization meets goals and deals with outsiders. external adaptation

a strategy in which an organization concentrates on a specific regional market or buyer group. focus strategy

the degree to which an organization has rules, procedures and written documentation. formalization

the phase in an organization’s life cycle involving the installation and use of rules, procedures and control systems. formalization stage

the placing together of employees who perform similar functions or work processes or who bring similar knowledge and skills to bear. functional grouping

a structure in which functional bosses have primary authority and product or project managers simply coordinate product activities. functional matrix

model that describes the pattern or flow of multiple decisions within an organization. garbage can model

includes those sectors that may not directly affect the daily operations of a firm but will indirectly influence it. general environment

a company that no longer thinks of itself as having a home country. global company

an organization that offers a broad range of products or services and serves a broad market. generalist

a form in which an organization divides its operations into world regions, each of which reports to the CEO. global geographical structure

a form of horizontal linkage in an international organization in which both product and geographical structures are implemented simultaneously to achieve a balance between standardization and globalization. global matrix structure

a form in which product divisions take responsibility for global operations in their specific product areas. global product structure

the stage of international development in which the company transcends any one country. global stage

work groups made up of multinational members whose activities span multiple countries; also called transnational teams. global teams

the set of activities – including design, production, marketing, distribution and support – which comprise the process from the conception to the use of a product or service. Often these occur across multiple firms and geographical locations. global value chains

the standardization of product design and advertising strategy throughout the world. globalization strategy

an approach to organizational effectiveness that is concerned with output and whether the organization achieves its output goals. goal approach

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