| front |
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history |
| probably the most widespread trend in departmentalization in recent years (name this approach) |
team approach |
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nms528 Thu, 12 Mar 2009 18:17:48 GMT |
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| three factors that shape structure |
1. strategy
2. environment
3. technology |
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nms528 Thu, 12 Mar 2009 18:16:06 GMT |
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| focus of horizontal teams (3 key points) |
1. differentiation
2. innovation
3. flexibility |
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nms528 Thu, 12 Mar 2009 18:16:06 GMT |
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| focus of functional structure (3 key points) |
1. cost leadership
2. efficiency
3. stability |
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nms528 Thu, 12 Mar 2009 18:16:06 GMT |
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| three things that occur in an uncertain environment |
1. increased differences occur among departments
2. organization needs increased coordination to keep departments working together
3. organization must adapt to change |
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nms528 Thu, 12 Mar 2009 18:16:06 GMT |
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| five implementation tactics |
1. communication and education
2. participation
3. negotiation
4. coercion
5. top management support |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| force-field analysis |
process of determining which forces drive and which resist a proposed change |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| two approaches for overcoming resistance to change |
1. force-field analysis
2. implementation tactics |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| four reasons for resistance to change |
1. self-interest (perhaps biggest obstacle)
2. lack of understanding and trust
3. uncertainty
4. different assessments and goals |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| performance gap |
disparity between existing an desired performance levels (one way managers sense need for change) |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| three elements of change sequence |
1. forces for change
2. need for change
3. implement change |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| forces on change |
1. environmental
2. internal |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| refreezing |
reinforcement stage of OD in which individuals acquire a desired new skill or attribute and are rewarded for it by the organization |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| changing |
intervention state of OD in which individuals experiment with new workplace behavior |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| change agent |
OD specialist who contracts with an organization to facilitate change |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| unfreezing |
stage of OD in which participants are made aware of problems to increase their willingness to change problems (often associated with a diagnosis made by a change agent) |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| OD steps |
1. unfreezing
2. changing
3. refreezing |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| large-group intervention |
type of OD intervention that brings together participants from all parts of the organization, as well as many key outside stakeholders, to discuss problems/opportunities and plan for major change |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| survey feedback |
type of OD intervention in which questionnaires on organizational climate and other factors are distributed among employees and their results reported back to them by a change agent |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| team building |
type of OD intervention that enhances the cohesiveness of departments by helping members learn to function as a team |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| OD can help managers solve three types of current problems |
1. mergers/acquisitions
2. organizational decline/revitalization
3. conflict management |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| organization development (OD) |
application of behavioral science techniques to improve an organization's health and effectiveness through the ability to cope with environmental changes, improve internal relationships, and increase learning and problem-solving capabilities |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| two ways to change people and culture |
1. training and development
2. organization development (OD) |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| culture change |
major shift in the norms, values, attitudes, and mind-set of the entire organization |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| people change |
change in the attitudes and behaviors of a few employees in the organization |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| new-venture fund |
fund providing resources from which individuals and groups can draw to develop new ideas, products, or businesses |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| skunkworks |
a separate, small, informal, highly autonomous, and often secretive group that focuses on breakthrough ideas for the business |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| new-venture team |
unit separate from the mainstream organization that is responsible for developing and initiating innovations |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| four roles in organizational change |
1. inventor
2. champion
3. sponsor
4. critic |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| idea champion |
person who sees the need for and champions productive change within the organization |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| open innovation |
extending the search for and commercialization of new ideas beyond the boundaries of the organization (connecting with customers is important) |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| fast-cycle team |
a multifunctional team that is provided with high levels of resources and empowerment to accomplish an accelerated product development project |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| horizontal linkage model |
an approach to product change that emphasizes shared development of innovations among several departments |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| idea incubator |
an in-house program that provides a safe harbor where ideas from employees throughout the organization can be developed without interference from company politics |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| five characteristics of creative individuals |
1. open-mindedness
2. originality
3. independence/self-confidence
4. playfulness/curiosity
5. focused, persistent commitment |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| creativity |
the generation of novel ideas that might meet perceived needs or offer opportunities for the organization |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| three innovative strategies for new products and technologies |
1. exploration
2. cooperation
3. entrepreneurship |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| product change |
a change in the organization's product or service outputs |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| technology change |
a change that pertains to the organization's production process |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| two types of organizational change |
1. change in products and technologies
2. change in people and culture |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| organizational change |
the adoption of a new idea or behavior by an organization |
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nms528 Thu, 12 Mar 2009 18:08:56 GMT |
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| digital technology |
technology characterized by use of the Internet and other digital processes to conduct or support business operations |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| service technology |
technology characterized by intangible outputs and direct contact between employees and customers |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| technical complexity |
the degree to which complex machinery is involved in the production process to the exclusion of people |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| continuous process production |
type of technology involving mechanization of the entire work flow and nonstop production |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| mass production |
type of technology characterized by the production of a large volume of products with the same specifications |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| small-batch production |
type of technology that involves the production of goods in batches of one or a few products designed for customer specification |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| process |
an organized group of related tasks and activities that work together to transform inputs into outputs and create value |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| reengineering |
the radical redesign of business processes to achieve dramatic improvements in cost, quality, service and speed |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| project manager |
person responsible for coordinating the activities of several departments on a full-time basis for the completion of a specific project |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| task force |
temporary team or committee formed to solve a specific short-term problem involving several departments |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| coordination |
the quality of collaboration across departments |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| modular approach |
similar to networking, in which a manufacturing company uses outside suppliers to provide large components of a product, which are then assembled into a final product by a few workers |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| virtual network structure |
an organization structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| team-based structure |
an organization structure in which the entire organization is made up of horizontal teams that coordinate their activities and work directly with customers to accomplish the organization's goals |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| permanent teams |
group of participants from several functions who are permanently assigned to solve ongoing problems of common interest |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| cross-functional teams |
group of employees from various functional departments that meet as a team to resolve mutual problems |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| top leader |
the overseer of the product and functional chains of command, responsible for entire matrix |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| matrix boss |
the product or functional boss, responsible for one side of the matrix |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| two-boss employees |
employees who report to two supervisors simultaneously |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| matrix approach |
organization structure that uses functional and divisional chains of command simultaneously in the same part of the organization |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| divisional structure |
grouping positions into departments based on similar organizational outputs (R & D, marketing, finance, manufacturing) |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| functional structure |
grouping positions into departments based on similar skills, expertise, and resource use |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| departmentalization |
the basis on which individuals are grouped into departments and departments into the total organization |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| decentralization |
the location of decision authority near lower organizational levels |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| centralization |
the location of decision authority near top organizational levels |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| flat structure |
an overall broad span of management and relatively few hierarchical levels |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| tall structure |
an overall narrow span of management and a relatively large number of hierarchical levels |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| span of management |
the number of employees reporting to a supervisor (aka span of control) |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| staff authority |
a form of authority granted to staff specialists in their area of expertise |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| line authority |
a form of authority in which individuals in management have the formal power to direct and control immediate subordinates |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| delegation |
the process managers use to transfer authority and responsibility to positions below them in the hierarchy |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| accountability |
the fact that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| responsibility |
the duty to perform the task or activity an employee has been assigned |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| authority |
the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| chain of command |
an unbroken line of authority that links all individuals in the organization and specifies who reports to whom |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| work specialization |
the degree to which organizational tasks are subdivided into individual jobs (aka division of labor |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| organization chart |
the visual representation of an organization's structure |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| organization structure |
the framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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| organizing |
the deployment of organizational resources to achieve strategic goals |
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nms528 Thu, 12 Mar 2009 17:40:52 GMT |
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