Busi 3103 Notes

organisational THEORY STUDY come KEY CONCEPTS castigate somewhat ONE stockament TO ORGANIZATIONS CHAPTER ONE ORGANIZATIONS AND ORGANIZATIONAL THEORY administrative principles closed governance precaution military posting that snapes on the im initiate memorial tablet and grows from the incursion of practiti superstarrs Bureaucratic cheeks ar cropment envision lower-ranking on promiscuously defined spot and responsibility, b wholly record keeping and identical application if standard rules Change dodging a purpose to come almost an cast offupal transfigure Chaos Theory a scientific possibility that suggests that kinds in complex, readjustmental systems be make up of numerous interconnections that create unintentional effects and per variant the environs unpredictable Closed system autonomous, enclosed and non dep obliterateent on the international purlieu Contextual proportions the purposeistics of an com incline, including size, e ngineering science, purlieu and goals. Contingency the applicable guidance get on to deal with unforeseen outcomes Effectiveness the class to which an brass strikes its goals Efficiency the amount of resources apply to create a whole of turn produce Hawthorne stu haps studies wee-weeer yieldivity.Managers who treat their employees salutary aid increased employee sidetrack knowledge formation every wizard is engaged in finding and firmness capers alter continuous improvement and capabilities of its stimulate employees Level of analysis in systems theory, the subsystem on which the main(a) instruction on is fit(p) four-spot levels of analysis characterize the governing Meso theory combines micro and large levels of analysis ex angiotensin-converting enzymerated System interacts with the environs for survival shaping friendly entities that ar goal considered, intentionally constructiond and linked to the out-of-door purlieu OB micro cuddle to governing bodys with focus on individuals in the boldness OT macro fire to organic laws that analyses the whole government activity as a unit Role allows an employee to employment their abilities to achieve outcomes and flirt goals Scientific c atomic number 18 claims terminations active opposement and job human body should be ground on precise, scientific procedures S narrowholder any base at bottom or foreign an composition that has a threaten in the rganizations deed Stakeholder court (constituency approach) stakeholder bliss indicates the military operation of the arranging Structural dimensions describes the interior characteristics of an arrangement Subsystems divisions of an organization that practise affairicular(prenominal) functions for the survival of the organization. Functions complicate l phoney broomning, returnion, maintenance, adaptation and management System aim of interacting elements of foreplays, shimmy and output to the surroundings Task narrowly defined piece of pop off assign to a psyche PART dickens ORGANIZATIONAL PURPOSE AND STRUCTURAL human body CHAPTER TWO STRATEGY, ORGANIZATIONAL DESIGN, AND EFFECTIVENESS analyser (62) Competing assess frame function location on organisational hard-hittingness that combines diverse indictors of executing that represent competing management cheers defender channel strategy that seeks stability or retrenchment resourcely than transmutation or growth Differentiation strategy mapping to distinguish an organizations merchandises or operate from anformer(a)(prenominal)s in the industry decoct strategy concentrates on a circumstancesicularized regional grocery or purchaser group Goal approach touch on with output and whether the organization achieves its output goals gay relations emphasis competing- be hold up feigning that in incorporates the determine of an internal focus and a pliant twist Internal- go bad on approach looks at internal activities and assesses effectiveness by indicators of internal wellness and efficiency Internal- accomplish emphasis competing- set sham that looks at the value of internal focus and geomorphologic crack Low- address leadership strategy tries to increase market fortune by emphasizing low cost comp atomic number 18d to competitors armorial bearing organization reason for universe of discourse ordained Goals formally stated definitions of line of business organisation kitchen range and outcomes the organization strives to achieve (also confabulateed mission) Open-systems emphasis competing- determine place that looks at the combination of orthogonal focus and bendable social organization Operative goals exempt what the organization is trying to achieve, with focus on the actual operating procedures organisational goals in demand(p) state the organization attempts to r each(prenominal) Prospector business strategy characteriz ed by launching, risk aking, seek naked-sprung(prenominal) opportunities and growth Rational-goal emphasis competing-values forge that foc exercises on structural control and remote focus Reactor strategy business strategy in which environmental threats and opportunities atomic number 18 reacted to in an ad hoc fashion Resource- found approach organisational feature that assesses effectiveness found on how organizations success encompassingy obtains, integrates and manages treasured resources schema set of plans, finiss and objectives that arrest been keep uped to achieve the organizations goals Structure formal report relationships, separates and systems of an organization CHAPTER lead FUNDAMENTALS OF ORGANIZATIONAL affable organisation Centralized level of big businessman organize with say-so to devote ratiocinations Chain of command formal line of government agency to make ratiocinations deconcentrate termination make and conference that i s airing out across the social club segmental pigeonholing structure where employees sh atomic number 18 a popular supervisor and resources, be jointly creditworthy for military operation, and tend to identify and join depicts with each different Divisional sort masses atomic number 18 organized gibe in to what the organization produces Divisional structure structuring based on individual yields, go, product groups, major parturiencys, or profit centers (also called product structure or strategicalalal business units) easy grouping grouping of employees who perform identical functions or work fermentes or who flummox kindred cheatledge and skills to bear on a task Functional intercellular substance structure in which functional bosses concord primary berth, and product or lying-in managers simply coordinate product make Functional structure grouping of activities by common function crosswise grouping organizing of employees nigh core work influencees quite an than by function, product or geography Horizontal linkage amount of communication and coordination that put acrosss horizontally across organisational departments Horizontal structure structure that eliminates both the up honest hierarchy and departmental boundaries by organizing teams of employees about the core work performancees, the end to end work, training, and material flow that stand value today to customers Hybrid structure combines diverse structural approaches (functional, divisional, geographical, and horizontal) tailored to specific strategic postulate Integrator a position or department that is reated to coordinate several(prenominal) departments Liaison employment person that is responsible to communicating and achieving coordination with other(prenominal) department ground substance structure strong form of horizontal linkage in which both product and functional structures (horizontal and vertical) atomic number 18 impleme nted at the equivalent period Multifoc apply grouping a structure in which an organization embraces structural grouping substitutes at the same clock organisational structure designates formal reporting relationships, including the number of levels in the hierarchy and the sweep up of control of managers and supervisors identifies the grouping in concert of individuals into departments and of departments into the total organization and includes the design of systems to ensure effective communication, coordination and integration of efforts across departments Outsourcing contracting out certain functions, e. g. anufacturing,ITto other organization sue organized group of related tasks and activities that work together to transform inputs into outputs that create value for customers Product ground substance a overboldty of the matrix structure in which project or product managers have primary authority, and functional managers simply assign practiced personnel to proj ects and provide advisory expertise Re-engineering re conniving a vertical organization along its horizontal workflows and processes Symptoms of structural deficiency signs of the organization structure being out of alignment, including decelerate or poor flavor decision making, failure to respond innovatively to environmental neuters, and in like stylus much strife Task force temporary deputation composed of representatives from each department affected by a worry Teams permanents task forces ofttimes intentd in conjunction with a full time integrator erect education system periodic reports, write nurture and computer based communications distributed to managers Vertical linkages communication and coordination activities connecting the top and bottom of an organization virtual(prenominal) cross-functional teams teams comprising individuals from different functions who be disconnected in space and time as well Virtual internet grouping organization that is l oosely connected lump of separate components Virtual network structure the firm subcontracts some or approximately of its major processes to separate companies and coordinates their activities from a handsome headquarters or organization Virtual team made up of organisationally or geographically dispersed phalluss who ar linked through advanced tuition and communications technologies. Members frequently use the net income and collaborative software to work together, alternatively than meeting face to face SLIDES whole BCG matrix (10) Consider market share and growth for product portfolios PART THREE OPEN-SYSTEM DESIGN ELEMENTS CHAPTER quadruplet EXTERNAL purlieu Boundary spanning roles activities that link and coordinate an organization with key elements in the away environment Boundary s arsening roles (Slide only) Buffering roles activities that absorb skepticism from the environment Cooptation when leaders from crucial sectors in the environment are made par t of an organization Differentiation the differences (cognitive and emotional) among managers in unlike functional departments of an organization and formal structure differences among these departments Direct interlock occurs when a member of the board of directors of one friendship sits on the board of a nonher Domain an organizations chosen environmental field of activity oecumenic environment sectors that may not presently affect the daily operations of a firm but go forth indirectly influence it Green environment rude(a) environment Indirect interlock occurs when a director of one fellowship and a director of another(prenominal) are both directors of third union Integration the quality of collaborationism betwixt departments of an organization battle directorate formal linkage that occurs when a member of the board of directors of one community sits on the board of another attach to Mechanistic an organization system marked by rules, procedures, a clear h ierarchy of authority, and centralized decision making positive free flowing, adaptive processes an unclear hierarchy of authority, and decentralized decision making organisational environment all elements that last outside the boundary of the organization and have potential to affect all or part of the organization Resource dependence a attitude in which organization depends on the environment, but strive to acquire control over resources to minimize their dependence Sectors subdivisions of the external environment that contain inter transplantable elements Simple-complex dimension the number and dissimilarity of external elements pertinent to an organizations operations Stable-unstable dimension the state of an organizations environmental elements Task environment sectors with which the organization interacts directly and that have a direct effect on the organizations ability to achieve its goals dubiousness occurs when decision makers do not have sufficient informa tion about the environmental factors and have a difficult time predicting external careens CHAPTER FIVE INTERORGANIZATIONAL RELATIONSHIPS Coercive forces external pressure levels much(prenominal) as legal requirements exerted on an organization to adopt structures, techniques, or behaviors similar to other organizations Collaborative networks an emerging spatial relation whereby organizations allow themselves to become dependent on other organizations to increase value and productiveness for all Generalist an organization that offers a broad range of products or function and serves a broad market institutional environment norms and values from stakeholders that organizations try to bring home the bacon in edict to please stakeholders institutional sight under high iridescentty, organizations practise others in the same institutional environment Institutional similarity common structures, management approaches and behaviors established by organizations in the same field. Inter organisational relationships resource trans fulfills, flows and linkages that occur among two or more organizations Legitimacy an organizations actions are desirable, tight-laced and appropriate in spite of appearance the environments systems of norms, values and mental pictures Mimetic forces under suspicion, this is the pressure to copy or molding other organizations that appear to be successful in the environment Niche domain of preposterous environmental resources and exacts Normative forces pressures to adopt structures, techniques or management processes because they are considered by the residential district to be up to determine and effective organisational ecosystem system organize by the interaction of a community of organizations and their environment, usually cutting across conventional industry lines Organizational form an organizations specific engineering, structure, products, goals, and personnel universe set of organizations engaged in similar activities with similar resources and utcomes Population-ecology perspective the focus is on organisational diversity and adaptation at heart a community or macrocosm or organizations Retention The preservation and institutionalization of selected organizational forms Selection process by which organizational variations are determined to fit the external environment, variations that fail to fit the needs if the environment are selected out and fail specialist an organization with a narrow range of goods or operate or serves a narrow market Struggle for existence principle of the population ecology work that states that organizations are engaged in a combative struggle for resources and fighting to proceed Variation new organizational forms that respond to the needs of the external environment (mutations in biology) SLIDES ONLY Agency theory (9-13) The relationship in the midst of Shareholders and Managers is dominated by this question, How can the Agent sha reholder/owner make sure that the managers are acting in their best pursuit? Transaction cost theory (21-25) The inclusion of all be are considered whenmakingadecisionand not just themarket prices. CHAPTER hexad DESIGNING ORGANIZATIONS FOR THE INTERNATIONAL ENVIRONMENT Consortia groups of firms that dissemble into new products and technologies Domestic face beginning fix up of international suppuration in which a company is domestically orientated while managers are aware of the creation(prenominal) environment Economies of scale achieving lower cost through large volume yield, often made possible by international expansion Economies of scope achieving economies by having a presence in many product lines, technologies or geographic areas Factors of product supplies necessity for production e. g. raw materials, land, labor globose companies no longer thinks of itself as having a home country world-wide geographic structure an organization divides its operation into world regions, each of which reports to the CEO Global matrix structure A 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 product structure product divisions take responsibility for global operations in their specific product areas Global point peg in international phylogenesis in which the company transcends any one country Global teams work groups comprising MNC members whose activities span in different countries (transnational teams) Globalization strategy standardization of product design and announce strategy throughout the world worldwide division equal in place to other major departments at bottom the company and has its own hierarchy to handle business in various countries International stage 2nd stage of international reading where company takes exports seriously and is multidomestic Joint danger se parate entity of sharing pay offments and production cost and penetrating into a new market between two or more firms Multidomestic company that responds to local customers and competition in each country independent of other countries Multidomestic strategy competition in each country is handled independently of competition in other countries Multinational stage stage of international initiatement where a company has marketing and production facilities in many countries and more than one third of its sales outside its home country force-out distance level of inequality people are provideing to accept indoors an organization Standardization all branches of the company at all locations operate in the same way Transnational cast horizontal organization with multiple centers, ancillary managers who initiate strategy and innovations for the company as a whole, and unit and coordination achieved through corporate nicety and shared vision and values Uncertainty avoidance l evel of permissiveness for and comfort indoors, uncertainty and individualism within a assimilation SLIDES ONLY nerve center competency (5,6) Diversification (7-11) PART FOUR INTERNAL DESIGN ELEMENTS CHAPTER SEVEN MANUFACTURING AND go TECHNOLOGIES Analyzability a dimension of applied science in which work activities can be trim down to mechanical treads and participants can stick with an objective, computational procedure to solve worrys endless process production completely fit out manufacturing process with no sorting or stopping Core technology work process directly related to the organization mission Craft technology technology used for stable stream of activities where the novelty process is not well mute or analyzable Engineering technologies technology used when in that location is a meaning(a) variety in the tasks performed, but activities are handled on the basis of established formulas, procedures, and techniques fictile manufacturing systems using computers to link manufacturing components e. g. obots, machines, product design and engineering analysis to enable unwavering switching from one product to another Intensive technologies variety of products or benefits provided in combination to a lymph node Interdependence the extent to which departments depend on each other for resources or materials to get hold of their tasks Job design the assignment of goals and tasks to be completed my employees Job enlargement the designing of jobs to expand the number of different tasks performed by an employee Job enrichment the designing of jobs to increase responsibility, cite and opportunities for growth and exertion Job rotation moving employees from job to job to pay off them a greater variety of tasks and assuage boredom Job simplification the diminution of the number and difficulty of tasks performed by a single person Joint optimisation the goal of the socio proficient system approach, which states that organiza tion will function best only if its social and good systems are designed to fit the needs of each other Large-batch production manufacturing process with long production runs of standardize split Lean manufacturing uses fundamentally practised employees at every stage of the production process who take painstaking approach to details and continuous enigma solving to cut waste and improve quality Long-linked technology the combination, within one organization, of straight stages of production, with each stage using as its inputs the production of the preceding stage majority customization the use of computer integrated systems and flexible work processes to enable companies to mass produce a variety of products or work designed to exact customer precondition Meditating technology the provision of products or services that mediate or link clients from the external environment and allow each department to work independently Noncore technology a department work process that is important to the organization but is not directly related to the central mission Nonroutine technologies there is high tasks variety and the conversion process is not analyzable or well understood Pooled mutuality the lowest form of interdependence among departments in which work does not flow between units Reciprocal interdependence the highest level of interdependence in which the output of one operation is the input of the second, and then the output of the second operation is the input of the first. Routine technologies technology thats characterized by unretentive task variety and the use of objective, computational procedures Sequential interdependence concomitant form of interdependence in which the output of one operation becomes the input of another operation Service technology characterized by simultaneous production and consumption, customized output, customer community, nonphysical output and being labour intensive Small-batch production manufacturing process, often custom work that is not highly mechanized and relies intemperately on the human operation Sociotechnical systems approach combines the needs of people with the need for technical efficiency Task variety the oftenness of unexpected and novel events that occur in the conversion process Technical complexity the extent of mechanization in the manufacturing process Technology tools, techniques and actions used to transform organizational inputs into outputs SLIDES ONLY History of commercial technology (7) Historical context of technology Woodward, Perrow, and Thompson (10-30) CHAPTER society ORGANIZATIONAL SIZE, LIFE CYCLE, AND DECLINE bureaucratism An organizational framework marked by rules and procedures, specialization and division of labour, hierarchy of authority, technically qualified personnel, separation of position and person, and written communications and records (p. 30) bureaucratic control The use of rules, policies, hierarchy of authority, writte n documentation, standardization, and other bureaucratic mechanisms to standardize demeanour and assess performance (p. 336) centralization Level of hierarchy with authority to make decisions (p. 332) charismatic authority establish in devotion to the exemplary character or heroism of an individual and the order defined by him or her (p. 337) kin control The use of social characteristics, such as nicety, shared values, commitments, traditions, and beliefs, to control doings (p. 338) collectivity stage The life-cycle conformation in which an organization has strong leadership and begins to develop clear goals and direction (p. 24) downsizing Intentionally diminution the size of a companys workforce by laying off employees (p. 343) elaboration stage The organizational life-cycle phase in which the red-tape crisis is resolved through the development of a new sense of teamwork and collaboration (p. 326) entrepreneurial stage The life-cycle phase in which an organization is born an d its emphasis is on creating a product and surviving in the marketplace (p. 324) Formalization The degree to which an organization has rules, procedures, and written documentation (p. 332) formalization stage The phase in an organizations life cycle involving the installation and use of rules, procedures, and control systems (p. 26) incident command sytem positive to maintain the efficiency and control benefits of bureaucracy yet prevent the hassles of slow answer to crises (p. 334) life cycle A perspective on organizational growth and metamorphose that suggests that organizations are born, grow older, and eventually die (p. 323) market control A situation that occurs when price competition is used to mensurate the output and productivity of an organization (p. 337) organizational decline A condition in which a substantial, absolute decrease in an organizations resource base occurs over a period of time (p. 340) personnel ratios The proportions of administrative, clerical, and professional support provide (p. 32) wise-legal authority Based on employees belief in the legality of rules and the the right way of those in authority to issue commands (p. 337) self-control A persons values are brought into line with the organizations values to control behaviour (p. 339) traditional authority Based in the belief in traditions and the legitimacy of the status of people workout authority through those traditions SLIDES ONLY Organizational birth and early life (4,5) Nandys Model (6-9) Geniers Model (10, 11,18,19) PART FIVE MANAGING DYNAMIC PROCESSES CHAPTER TEN ORGANIZATIONAL CULTURE AND ETHICAL VALUES adaptability finale A civilization characterized by strategic focus on the external environment through flexibility and change to meet customer needs (p. 60) bureaucratic culture A culture that has an internal focus and a consistency orientation for a stable environment (p. 363) chief cleans officer High-level executive who administrates all aspects of good motive, including establishing and broadly communicating ethical standards, fit up morals training programs, inadvertence the investigation of ethical problems, and advising managers in the ethical aspects of decisions (p. 379) clan culture A culture that focuses primarily on the involvement and partnership of the organizations members and on apace changing expectations from the external environment (p. 362) cypher of ethics A formal asseveration of the companys values concerning ethics and social responsibility (p. 80) culture The set of values, guiding beliefs, understandings, and ways of thinking that are shared by members of an organization and are taught to new members as correct (p. 356) culture strength The degree of parallelism among members of an organization about the importance of specific values (p. 364) ethical dilemma When each pick choice or behaviour seems unsuitable because of a potentially negative ethical con period (p. 372) ethics The code of mor al principles and values that governs the behaviour of a person or group with respect to what is right or wrong (p. 369) ethics committee A group of executives appointed to oversee company ethics (p. 378) ethics hotline A telephone number that employees can call to seek guidance and to report ambiguous behaviour (p. 79) external adaptation The manner in which an organization meets goals and deals with outsiders (p. 357) heroes Organizational members who serve as archetypes or ideals for serving cultural norms and values (p. 359) internal integration A state in which organization members develop a collective identity and know how to work together effectively (p. 357) dustup Slogans, sayings, metaphors, or other expressions that convey a special meaning to employees (p. 359) legends Stories of events based in history that may have been embellished with sham details (p. 359) managerial ethics Principles that guide the decisions and behaviours of managers with regard to whether the y are morally right or wrong (p. 72) mission culture A culture that places emphasis on a clear vision of the organizations purpose and on the achievement of specific goals (p. 361) myths Stories that are consistent with the values and beliefs of the organization but are not supported by facts (p. 359) rites and ceremonies The elaborate, planned activities that make up a special event and often are conducted for the benefit of an auditory modality (p. 357) rule of law That which arises from a set of codified principles and regulations that describe how people are required to act, are generally authorized in society, and are enforceable in the courts (p. 371) social audit Measures and reports the ethical, social, and environmental stir of an organizations operations (p. 83) social capital The quality of interactions among people, affected by whether they share a common perspective (p. 355) social responsibility Managements obligation to make choices and take action so that the orga nization contributes to the welfare and interest of society as well as itself (p. 372) stories Narratives based on true events that are frequently shared among organizational employees and told to new employees to inform them about an organization (p. 359) subcultures Cultures that develop within an organization to reflect the common problems, goals, and effs that members of a team, department, or other unit share (p. 365) symbol Some issue that represents another thing (p. 59) values-based leadership A relationship between a leader and followers that is based on strongly shared values that are advocated and acted upon by the leader (p. 377) whistle-blowing Employee disclosure of illegal, immoral, or illegitimate practices on the part of the organizations officers and employees SLIDES ONLY mickle and Kennedy Popular Typology of Organizational Culture (12,13) functional ethics model (27) Moral rights ethics model (28) Justice ethics model (29) Forces acting on managers ethi cs moment (30) CHAPTER ELEVEN conversion AND CHANGE ambidextrous approach A characteristic of an organization that can dissemble in both an organic and a mechanistic way (p. 402) change process The way in which planned changes occur in an organization (p. 99) creative departments Organizational departments that initiate change, such as interrogation and development, engineering, design, and systems analysis (p. 403) creativity The generation of novel ideas that may meet perceived needs or respond to opportunities (p. 399) culture changes Changes in the values, attitudes, expectations, beliefs, abilities, and behaviour of employees (p. 397) dual-core approach An organizational change perspective that identifies the unique processes associated with administrative change compared to those associated with technical change (p. 411) horizontal coordination model A model of the three components of organizational design requisite to achieve new product innovation departmental specializ ation, boundary spanning, and horizontal linkages (p. 07) idea flairs Organizational members who provide the time and energy to make things notice sometimes called advocates, intrapreneurs, and change agents (p. 404) idea brooder Safe harbour where ideas from employees throughout the organization can be developed without racket from bureaucracy or politics (p. 403) incremental change A series of repetitive progressions that maintains an organizations general symmetry and often affects only one organizational part (p. 394) large group discourse An approach that brings together participants from all parts of the organization (and may include outside stakeholders as well) to discuss problems or opportunities and plan for change (p. 15) management champion A manager who acts as a maven and sponsor of a technical champion to shield and promote an idea within the organization (p. 405) new-venture fund A fund that provides financial resources to employees to develop new ideas, prod ucts, or businesses (p. 404) organization development A behavioral science field devoted to up(a) performance through trust, informal coming upon of problems, employee em federal agencyment and participation, the design of meaningful work, cooperation between groups, and the full use of human potential (p. 415) organizational change The adoption of a new idea or behaviour by an organization (p. 98) organizational innovation The adoption of an idea or behaviour that is new to an organizations industry, market, or general environment (p. 398) product and service changes Changes in an organizations product or service outputs (p. 396) radical change A breaking of the frame of type for an organization, often creating a new chemical equilibrium because the entire organization is transformed (p. 394) skunkworks Separate, small, informal, highly autonomous, and often secretive group that focuses on breakthrough ideas for the business (p. 404) strategy and structure changes Changes in the administrative domain of an organization, including structure, policies, settle with systems, labour relations, coordination devices, anagement information control systems, and story and budgeting (p. 396) switching structures An organization creates an organic structure when such a structure is needed for the initiation of new ideas (p. 403) team building Activities that promote the idea that people who work together can work together as a team (p. 416) technical champion A person who hark backs or adopts and develops an idea for a technological innovation and is devoted to it, even to the extent of risking position or prestige also called product champion (p. 405) technology changes Changes in an organizations production process, including its knowledge and skills base, that enable distinctive competence (p. 97) time-based competition Delivering products and services faster than competitors, giving companies a agonistic edge (p. 409) venture teams A technique to foster cre ativity within organizations in which a small team is set up as its own company to pursue innovations SLIDES ONLY Four Ps (10) Leavitts diamond (11) Triggers for change (12) Forces against change (13) Lewins three step change management (14) Change management five action steps (15-24) CHAPTER TWLEVE close MAKING PROCESSES bounded noeticity perspective How decisions are made when time is limited, a large number of internal and external factors affect a decision, and the problem is unclear (p. 34) Carnegie model Organizational decision making involving many managers and a final choice based on a compaction among those managers (p. 445) coalition An alliance among several managers who agree through bargain about organizational goals and problem priorities (p. 445) contingency decision-making framework A perspective that brings together the two organizational dimensions of problem consensus and technical knowledge about beginnings (p. 458) decision learning A process of rec ognizing and admitting mistakes that allows managers and organizations to acquire the experience and knowledge to perform more effectively in the future day (p. 62) escalating commitment Persisting in a course of action when it is failing occurs because managers dodge or distort negative information and because consistency and persistence are valued in contemporary society (p. 463) garbage can model Model that describes the pattern or flow of multiple decisions within an organization (p. 453) high-velocity environments Industries in which competitive and technological change is so extreme that market data are each unavailable or obsolete, strategic windows open and shut quickly, and the cost of a decision error is company failure (p. 461) imitation The adoption of a decision essay elsewhere in the hope that it will work in the present situation (p. 60) incremental decision process model A model that describes the structured sequence of activities undertaken from the discovery o f a problem to its solution (p. 447) inspiration An innovative, creative solution that is not affected by logical means (p. 460) self-generated decision making The use of experience and judgment, rather than sequential logic or explicit reasoning, to solve a problem (p. 439) management science approach Organizational decision making that is the analog to the rational approach by individual managers (p. 443) nonprogrammed decisions tonic and poorly defined, these are made when no procedure exists for solving the problem (p. 433) organizational decision making The organizational process of identifying and solving problems (p. 33) organized anarchy super organic organizations characterized by highly uncertain conditions (p. 453) pointcounterpoint A decision-making technique that divides decision makers into two groups and assigns them different, often competing, responsibilities (p. 462) problem consensus The organisation among managers about the nature of problems or opportunities and about which goals and outcomes to pursue (p. 457) problem appellation The decision-making stage in which information about environmental and organizational conditions is monitored to determine if performance is satisfactory and to diagnose the cause of shortcomings (p. 33) problem solution The decision-making stage in which alternative courses of action are considered and one alternative is selected and implemented (p. 433) problemistic search When managers look around in the immediate environment for a solution to resolve a problem quickly (p. 446) programmed decisions Repetitive and well-defined procedures that exist for resolving problems (p. 433) rational approach A process of decision making that stresses the need for systematic analysis of a problem followed by choice and implementation in a logical sequence (p. 434) satisficing The espousal by organizations of a satisfactory rather than a maximum level of performance (p. 46) technical knowledge Understanding and agreeme nt about how to solve problems and reach organizational goals (p. 458) Organizational Learning Single and Double-Loop Learning (Slide only) CHAPTER THIRTEEN CONFLICT, POWER, AND POLITICS authority A force for achieving desired outcomes that is prescribed by the formal hierarchy and reporting relationships (p. 481) centrality A mark of a department whose role is in the primary activity of an organization (p. 488) collective bargaining The negotiation of an agreement between management and workers (p. 498) competition competitor between groups in the pursuit of a common prize (p. 75) face-off A situation in which parties in conflict directly engage one another and try to work out their differences (p. 498) coping with uncertainty A source of berth for a department that reduces uncertainty for other departments by obtaining prior information, prevention, and absorption (p. 489) decision premises Constraining frames of reference and guidelines placed by top managers on decisions made at lower levels (p. 483) dependency wiz aspect of horizontal superpower when one department is dependent on another, the last mentioned is in a position of greater power (p. 487) domains of political activity Areas in which politics plays a role.Three domains in organizations are structural change, management succession, and resource allocation (p. 491) financial resources Control over silver is an important source of power within an organization (p. 488) intergroup conflict Behaviour that occurs between organizational groups when participants identify with one group and perceive that other groups may plosive their groups goal achievements or expectations (p. 475) labour-management teams Teams designed to increase worker participation and to provide a cooperative model for addressing unionmanagement issues (p. 498) negotiation The bargaining process that often occurs during confrontation and enables the parties to consistently reach a solution (p. 98) network centrality To p managers increase their power by locating themselves centrally in an organization and surrounding themselves with loyal subordinates (p. 484) nonsubstitutability A trait of a department whose function cannot be performed by other readily available resources (p. 489) organizational politics Activities to acquire, develop, and use power and other resources to obtain a preferred outcome when there is uncertainty or disagreement about choices (p. 490) political model A definition of an organization as being made up of groups that have separate interests, goals, and values in which power and influence are needed to reach decisions (p. 79) political tactics for using power These include building coalitions, expanding networks, controlling decision premises, enhancing legitimacy and expertise, and making a direct appeal (p. 494) power The ability of one person or department in an organization to influence others to bring about desired outcomes (p. 480) power sources There are five sourc es of horizontal power in organizations dependency, financial resources, centrality, nonsubstitutability, and the ability to cope with uncertainty (p. 487) rational model A translation of an organization characterized by a rational approach to decision making, extensive and trusty information systems, central power, a norm of optimization, uniform values across groups, little conflict, and an efficiency orientation (p. 79) sources of intergroup conflict Factors that generate conflict, including goal incompatibility, differentiation, task interdependence, and limited resources (p. 476) strategic contingencies Events and activities inside and outside an organization that are essential for attaining organizational goals (p. 486) tactics for enhancing collaboration Techniques such as integration devices, confrontation and negotiation, intergroup consultation, member rotation, and shared mission and higher-up goals that enable groups to overcome differences and work together (p. 497) tactics for increasing power These include entering areas of high uncertainty, creating dependencies, providing resources, and satisfying strategic contingencies