Flashcards
Business Exam
Cards in this deck (59)
- 1Organisational structureFramework used to divide tasks, allocate resources and co-ordinate groups
- 23 things structure can effect?1. Level of Work specialisation
2. Chain of command
3. Where the decision making is located - 3Organisational chartsIdentify the lines of authority and responsibilities.
- 43 types of organisations?1- For profit
2- Non-profit
3-Mutual benefit - 5Common elements of a structure-Common purpose
-Coordianted effort
-Division of labour
-Hierarchy of authority
-Span of control
-Responsibility & delegation
-C vs D of authority - 6Traditional Designsrely on vertical management hierachy
- 7Simple structureSmall, start up firms
- 8Functional StructureGrouped by similar work specialities
- 9Divisional Structuregrouped by similarity of purpose
i.e., customer, product, geographic divisions - 10Matrix Structuregrid of functional and divisional structure/chains of command
- 11Horizontal designTeams or work groups, collaboration and work on shared tasks. Break down of barriers
- 12Hollow structureOperating with a central core to outside firms, outsourcing functions.
- 13Modular structureOutsource pieces of a product. Put it all together like lego
- 14Virtual structureInternet-connected partner for temporary projects
- 15Mechanistic EnvironmentRidgity and uniformity work best. centralised authority, beauracratic, rigid rules. Operating in a stable environment
- 16Organic EnvironmentLooseness and flexibility work best. Decentralised, fewer rules, encouraged to cooperate.
- 17DifferentiationForces push organisation apart, different sectors of an organisation due to different products
- 18IntegrationForces pull organisation together
- 19Life cycleBirth
Youth
Midlife
Maturity - 20BiculturismSociocultural skills and attitudes used by racial minorities to succeed. Move back and forth between cultures.
- 21Ethnorelativsmbelief that all ethnic groups are equal
- 22PluralismOrganisation that accomodates several cultures
- 23Ethnocentrismbelief that one race is superior
- 24monocultureculture that only accepts one way of doing things
- 25Primary dimension of diveristyinborn differences, impact you through your life. Your image of yourself and the world around you
- 26Secondary dimension of diversityAquired or changed throughout your life. Flexible
- 27Glass ceilinginvisible barrier that separates women and minorities from top managerial positions.
- 28Task conflictDisagreement about a task
- 29Relationship conflictStem from difference in backgrounds and beliefs
- 30structual conflictinterdepndance between people based on rank
- 31avoidingpretending issue doesnt exist, that it is trivial. UnACC and UnAuth
- 32competingperson with most power wins, wuick decions made, un popular solution. UnACC, AUTH
- 33compromisingmiddle ground. Both parties lose something to meet in the middle. little ACC and litte AUTH
- 34Accomadatingwillingness to place opponents interest above our own. Build social credit? UNAUTH, very ACC
- 35collaboratingboth parties deem the other parties issue more important. Collaborate to find a solution.vACC and vAUTH
- 36Virtue theoriesFocus on moral agent
- 37Dentologynon-consequentalist. Focus on whether the action is right or wrong
- 38TelelogyConsequntalist. Focus on the result of taking the action
- 39Ethic of careFeminist approach, Caring and empathy
- 40Aristoles virtueEudamonia. Important thing is the quality of the agent. What would someone with ideal virtue qualities do.
- 41W.D RossMultiple obligations, which one is more important. Overriding morals
- 42Kants theoryAction is right or wrong. Treat others the way you want to be treated. Universal law
- 43UtilitarismNet worth of your decision. Maximise it in the long run.
- 44EgoismSelf-interest, pleasure. Moral obligation is yourself and benefits your long term interest
- 45Organisational cultureShared beliefs and values that develops within an organisation and guides the behaviour of its members personality
- 46Clan cultureCollaboration. Employee focused culture, Flexibility, internal focus. Devotes resources to hiring
- 47AdhocracyInnovation. Risktaking culture valuning flexibility, external focus. Experiments. Constant changes
- 48MarketCompetitive, external focus. Valuing profits over employee satisfaction. Customers Valuing stability and control. Driven by competition, rewards hardwork
- 49HierarchyStructured culture. Valuing stability and effectiveness. Internal focus control. formalised, efficiency. consistency
- 50Level 1: Observable artefactsphysical manifestations of culture- manner of dress, awards, myths, stories, rituals, ceremonies, decoration
- 51Level 2: Espoused valuesexplicitly stated values and norms
firms founders and managers displaying these - 52Level 3: Basic underlying assumptionscore values of the organisation
not observable, represent core beliefs. Difficult to change - 53Importance of culture?-Gives members an identity
-Facilitates collective commitment
-Promotes social-system stability
-Shapes behaviour by helping employees make sense of their surroundings - 54Strength perspectiveSuccess results when firm has a strong culture
- 55Fit perspectiveSuccess results when culture fits within the firms business context
- 56Adaption perspectiveSuccess results when culture helps the firm adapt
- 57Operations managementacquisition and management of resources. Involves planning, design and organisation of process
- 58Transformation processInputs -> outputs
- 59Tangible & Intangible goodsCan hold cant hold
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