Busi 3103 Notes

organisational THEORY STUDY LIST KEY CONCEPTS PART superstar INTRODUCTION TO ORGANIZATIONS CHAPTER ONE ORGANIZATIONS AND ORGANIZATIONAL THEORY Administrative principles closed system instruction lieu that foc utilizes on the total giving medication and grows from the insight of practiti mavenrs Bureaucratic governing bodys institution design found on clearly delineate trust and responsibility, formal record keeping and uniform application if standard rules Change strategy a think to adopt an reachupal c argonen Chaos Theory a scientific theory that suggests that relationships in complex, adaptive systems are made up of numerous interconnections that create unknowing effects and render the environs unpredictable Closed system autonomous, enclosed and non dependent on the remote surroundings Contextual dimensions the characteristics of an giving medication, including size, engine room, environment and goals. disaster the applicable management approach to deal with unforeseen events Effectiveness the degree to which an administration achieves its goals Efficiency the amount of resources used to produce a unit of outfit Hawthorne studies studies organizeer increaseivity.Managers who treat their employees well facilitate increased employee turnout Learning fundamental law every single is engaged in finding and solving problems enable continuous expediency and capabilities of its own employees Level of analysis in systems theory, the subsystem on which the primary focus is primed(p) four levels of analysis characterize the organization Meso theory combines micro and macro instruction levels of analysis Open System interacts with the environment for survival Organization social entities that are goal directed, deliberately social organizationd and linked to the external environment OB micro approach to organizations with focus on individuals in the organization OT macro approach to organizations that analyses the who le organization as a unit Role everyows an employee to use their abilities to achieve outcomes and meet goals Scientific management claims closings about organization and job design should be based on precise, scientific procedures Stakeholder any group at bottomland or outside an organization that has a stake in the rganizations performance Stakeholder approach (constituency approach) stakeholder satisfaction indicates the performance of the organization Structural dimensions describes the sexual characteristics of an organization Subsystems divisions of an organization that perform specific functions for the survival of the organization. Functions include boundary spanning, exertion, maintenance, adaptation and management System set of interacting elements of inputs, transformation and output to the environment Task narrowly defined piece of pass assumeed to a person PART TWO ORGANIZATIONAL PURPOSE AND STRUCTURAL DESIGN CHAPTER TWO STRATEGY, ORGANIZATIONAL DESIG N, AND EFFECTIVENESS analyzer (62) Competing appraises model perspective on organisational effectiveness that combines diverse indictors of performance that represent competing management set Defender business strategy that seeks stableness or retrenchment preferably than innovation or growth Differentiation strategy used to distinguish an organizations products or services from an other(a)(prenominal)s in the industry Focus strategy concentrates on a specific regional securities industry or buyer group Goal approach concerned with output and whether the organization achieves its output goals Human relations emphasis competing-values model that incorporates the values of an internal focus and a flexible social organization Internal- serve well approach looks at internal activities and assesses effectiveness by indicators of internal health and efficiency Internal-process emphasis competing-values model that looks at the values of internal focus and structural control Low-cost lead strategy tries to increase market share by emphasizing low cost compared to competitors Mission organization reason for existence Official Goals form each(prenominal)y give tongue to definitions of business scope and outcomes the organization strives to achieve (also called rush) Open-systems emphasis competing-values model that looks at the faction of external focus and flexible anatomical structure Operative goals explain what the organization is trying to achieve, with focus on the actual operating procedures Organizational goals desired state the organization attempts to r each(prenominal) Prospector business strategy characterized by innovation, risk aking, pursuit new opportunities and growth Rational-goal emphasis competing-values model that focuses on structural control and external focus Reactor strategy business strategy in which environmental threats and opportunities are responded to in an ad hoc fashion election-based approach organisationa l perspective that assesses effectiveness based on how organizations success richy obtains, integrates and manages valued resources Strategy set of plans, decisions and objectives that obligate been adopted to achieve the organizations goals Structure formal reporting relationships, groupings and systems of an organization CHAPTER THREE FUNDAMENTALS OF ORGANIZATIONAL STRUCTURE Centralized level of power structure with indorsement to straighten out decisions Chain of command formal line of authority to appoint decisions Decentralized decision make and communication that is spread out crossways the company discussion sectional grouping structure where employees share a common supervisor and resources, are jointly responsible for performance, and tend to identify and collaborate with each other divisional grouping pack are organized according to what the organization produces Divisional structure structuring based on individual products, services, product groups, major learns, or gelt centers (also called product structure or strategic business units) Functional grouping grouping of employees who perform alike functions or work processes or who bring similar knowledge and skills to bear on a task Functional matrix structure in which functional bosses ask primary authority, and product or project managers simply coordinate product services Functional structure grouping of activities by common function Horizontal grouping organizing of employees around core work processes rather than by function, product or geography Horizontal linkage amount of communication and coordination that occurs horizontally across organizational de partitioningments Horizontal structure structure that eliminates twain the vertical hierarchy and departmental boundaries by organizing teams of employees around the core work processes, the end to end work, information, and material flow that provide value right off-key to customers Hybrid structure combines va rious structural approaches (functional, divisional, geographicalal, and horizontal) tailored to specific strategic pauperizations Integrator a position or department that is reated to coordinate some(prenominal) departments Liaison role person that is responsible to communicating and achieving coordination with another department Matrix structure soused form of horizontal linkage in which both product and functional structures (horizontal and vertical) are implemented simultaneously Multifocused grouping a structure in which an organization embraces structural grouping alternatives simultaneously Organizational structure designates formal reporting relationships, including the number of levels in the hierarchy and the span of control of managers and supervisors identifies the grouping together of individuals into departments and of departments into the total organization and includes the design of systems to en original effective communication, coordination and desegrega tion of efforts across departments Outsourcing contracting out certain functions, e. g. anufacturing,ITto other organization Process organized group of related tasks and activities that work together to transform inputs into outputs that create value for customers Product matrix a variation of the matrix structure in which project or product managers have primary authority, and functional managers simply assign skillful personnel to projects and provide advisory expertise Re-engineering redesigning a vertical organization along its horizontal workflows and processes Symptoms of structural deficiency signs of the organization structure cosmos out of alignment, including delayed or poor grapheme decision making, failure to respond innovatively to environmental changes, and too much conflict Task force shipboard committee composed of representatives from each department affected by a problem Teams permanents task forces often used in conjunction with a full time integrator V ertical information system periodic reports, write information and computer based communications distributed to managers Vertical linkages communication and coordination activities connecting the top and bottom of an organization Virtual cross-functional teams teams comprising individuals from different functions who are separated in space and time as well Virtual ne 2rk grouping organization that is slackly connected cluster of separate components Virtual network structure the firm subcontracts many or most of its major processes to separate companies and coordinates their activities from a small render or organization Virtual team made up of organizationally or geographically dispersed members who are linked through advanced information and communications technologies. Members frequently use the internet and collaborative software to work together, rather than meeting face to face SLIDES ONLY BCG matrix (10) Consider market share and growth for product portfolios PART THR EE OPEN-SYSTEM DESIGN ELEMENTS CHAPTER FOUR EXTERNAL ENVIRONMENT Boundary spanning roles activities that link and coordinate an organization with key elements in the external environment Boundary scanning roles (Slide only) Buffering roles activities that absorb incredulity from the environment Cooptation when leaders from important sectors in the environment are made part of an organization Differentiation the differences (cognitive and emotional) among managers in various 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 company sits on the board of another Domain an organizations chosen environmental bailiwick of action at law General environment sectors that may not directly affect the daily operations of a firm but will indirectly enamor it Green environment natural environment Indirect interlock occurs when a director of one company and a directo r of another are both directors of third company Integration the quality of collaboration between departments of an organization Interlocking directorate formal linkage that occurs when a member of the board of directors of one company sits on the board of another company Mechanistic an organization system label by rules, procedures, a clear hierarchy of authority, and centralized decision making Organic free flowing, adaptive processes an unclear hierarchy of authority, and decentralized decision making Organizational environment all elements that exist outside the boundary of the organization and have potential to affect all or part of the organization Resource dependence a situation 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 similar elements Simple-complex dimension the number and dissimilarity of external elements relevant 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 Uncertainty occurs when decision makers do not have sufficient information about the environmental factors and have a difficult time predicting external changes CHAPTER FIVE INTERORGANIZATIONAL RELATIONSHIPS Coercive forces external pressures such as legal requirements exerted on an organization to adopt structures, techniques, or behaviors similar to other organizations Collaborative networks an emerging perspective whereby organizations allow themselves to become dependent on other organizations to increase value and productivity for all Generalist an organization that offers a broad range of products or services and serves a broad market institutional environment averages and values from stakeholders that organizations try to follow in order to please stakeholders Institutional perspective under high uncertainty, organizations imitate others in the same institutional environment Institutional similarity common structures, management approaches and behaviors established by organizations in the same field. Interorganizational relationships resource transactions, flows and linkages that occur among two or more organizations authenticity an organizations actions are desirable, proper and appropriate in spite of appearance the environments systems of norms, values and beliefs Mimetic forces under uncertainty, this is the pressure to copy or model other organizations that progress to be successful in the environment Niche domain of unique environmental resources and needs Normative forces pressures to adopt structures, techniques or management processes because they are considered by the community to be up to date and effective Organizational ecosystem system formed by the interaction of a comm unity of organizations and their environment, usually cutting across traditional industry lines Organizational form an organizations specific applied science, structure, products, goals, and personnel Population set of organizations engaged in similar activities with similar resources and utcomes Population- environmental science perspective the focus is on organizational diversity and adaptation within a community or population or organizations Retention The preservation and institutionalization of selected organizational forms option 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 specialiser an organization with a narrow range of goods or services or serves a narrow market Struggle for existence principle of the population ecology model that states that organizations are engaged in a competitive struggle for resources and fighting to survive Vari ation new organizational forms that respond to the needs of the external environment (mutations in biology) SLIDES ONLY Agency theory (9-13) The relationship between Shareholders and Managers is dominated by this question, How can the Agent shareholder/owner make sure that the managers are acting in their best interest? Transaction cost theory (21-25) The inclusion of all costs are considered whenmakingadecisionand not just themarket prices. CHAPTER SIX DESIGNING ORGANIZATIONS FOR THE INTERNATIONAL ENVIRONMENT Consortia groups of firms that venture into new products and technologies Domestic face first stage of international exploitation in which a company is domestically orientated while managers are aware of the global environment Economies of scale achieving lower costs through whopping volume output, often made possible by global expansion Economies of scope achieving economies by having a presence in many product lines, technologies or geographic areas Factors of pro duction supplies necessary for production e. g. raw materials, land, labor Global companies no longer thinks of itself as having a home ground Global 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 stage stage in international development 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 advert strategy throughout the world International division equal in status to other major departments within the company and has its own hierarchy to detention business in various countries International stage 2nd stage of international development where company takes exports seriously and is multidomestic Joint venture separate entity of sharing developments and production costs 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 development where a company has marketing and production facilities in many countries and more than one third of its sales outside its home country Power distance level of inequality people are willing to accept within an organization Standardization all branches of the company at all locations operate in the same way Transnational model horizontal organization with multiple centers, subsidiary managers who initiate strategy and innovations for the company as a whole, and unit and coordination achieved through corporate horticulture and divided up vision and values Uncertainty avoidance level of tolerance for and comfort within, uncertainty and individualism within a culture SLIDES ONLY Core competency (5,6) Diversification (7-11) PART FOUR INTERNAL DESIGN ELEMENTS CHAPTER SEVEN MANUFACTURING AND SERVICE TECHNOLOGIES Analyzability a dimension of engine room in which work activities can be reduced to mechanical move and participants can follow an objective, computational procedure to solve problems Continuous process production completely mechanized 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 conversion process is not well understood or analyzable Engineering technologies technology used when there is a substantial variety in the tasks performed, but activities are handled on the basis of established formulas, procedures, and techniques Flexible manufacturing systems using computers to link manufacturing components e. g. obots, machines, product design and engineering analysis to enable fast substitution from one product to another Intensive technologies variety of products or services provided in combination to a client Interdependence the extent to which departments depend on each other for resources or materials to accomplish their tasks Job design the assignment of goals and tasks to be stainless 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, recognition and opportunities for growth and achievement Job revolution moving employees from job to job to give them a greater variety of tasks and alleviate boredom Job simplification the re duction of the number and difficulty of tasks performed by a single person Joint optimization the goal of the sociotechnical system approach, which states that organization will function best only if its social and technical systems are designed to fit the needs of each other Large-batch production manufacturing process with long production runs of standardized parts Lean manufacturing uses highly trained employees at every stage of the production process who take painstaking approach to details and continuous problem solving to cut waste and improve quality Long-linked technology the combination, within one organization, of successive stages of production, with each stage using as its inputs the production of the preceding stage Mass customization the use of computer combine systems and flexible work processes to enable companies to mass produce a variety of products or services designed to exact customer specification Meditating technology the readiness of products or serv ices 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 interdependence the lowest form of interdependence among departments in which work does not flow between units interchangeable 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 little task variety and the use of objective, computational procedures Sequential interdependence serial form of interdependence in which the output of one operation becomes the input of another operation Service technology characterized by simultane ous production and consumption, customized output, customer booking, intangible output and being labour intensifier Small-batch production manufacturing process, often custom work that is not highly mechanized and relies heavily on the human operation Sociotechnical systems approach combines the needs of people with the need for technical efficiency Task variety the frequency 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 NINE ORGANIZATIONAL SIZE, LIFE CYCLE, AND DECLINE bureaucracy An organizational framework marked by rules and procedures, specialization and division of labour, hierarchy of authority, technically qualified personnel, separation of positi on and person, and written communications and records (p. 30) bureaucratic control The use of rules, policies, hierarchy of authority, written authentication, 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 Based in devotion to the exemplary character or heroism of an individual and the order defined by him or her (p. 337) clan control The use of social characteristics, such as culture, shared values, commitments, traditions, and beliefs, to control conduct (p. 338) collectivity stage The sprightliness-cycle conformation in which an organization has strong leadership and begins to develop clear goals and direction (p. 24) downsizing Intentionally reducing 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 and 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 Developed to save the efficiency and control benefits of bureaucracy yet prevent the problems of slow response to crises (p. 334) life cycle A perspective on organizational growth and change 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 evaluate the output and productivity of an organization (p. 337) organizational decline A condition in which a substantial, absolute decrease in a n organizations resource base occurs over a period of time (p. 340) personnel ratios The proportions of administrative, clerical, and professional support staff (p. 32) judicious-legal authority Based on employees belief in the legality of rules and the right of those in authority to issue commands (p. 337) self-control A persons values are brought into line with the organizations values to control deportment (p. 339) traditional authority Based in the belief in traditions and the legitimacy of the status of people exercising 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 culture A culture 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 o rientation for a stable environment (p. 363) chief ethics officer High-level executive who oversees all aspects of ethics, including establishing and broadly communicating ethical standards, setting up ethics training programs, supervising 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 participation of the organizations members and on rapidly changing expectations from the external environment (p. 362) enrol of ethics A formal statement 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 agreement among members of an organization about the importance of specific values (p. 364) ethical dilemma When each alternative prime(prenomi nal) or behaviour seems undesirable because of a potentially negative ethical consequence (p. 372) ethics The code of moral 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 questionable 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 models or intellectls 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) language Slogans, sayings, metaphors, or other expressions that nonplus a special meaning to employees (p. 359) legends Stories of events based in history that may have been embellished with fict ional details (p. 359) managerial ethics Principles that guide the decisions and behaviours of managers with regard to whether they 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 audience (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 accepted in society, and are enforceable in the courts (p. 371) social audit Measures and reports the ethical, social, and environmental impact of an organizations operations (p. 83) social capital The quality of interactions among people, affected by whether they share a com mon perspective (p. 355) social responsibility Managements agreement to make choices and take action so that the organization 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 experiences that members of a team, department, or other unit share (p. 365) symbol Something 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 Deal and Kennedy habitual Typology of Organizational Culture (12,13) Utilitarian ethics model (27) Moral rights ethics model (28) Justice ethics model (29) Forces acting on managers ethics moment (30) CHAPTER ELEVEN INNOVATION AND CHANGE ambidextrous approach A characteristic of an organization that can behave in both an original 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 research 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 needed to achieve new product innovation departmental specialization, boundary spanning, and horizontal linkages (p. 07) idea champions Organizational members who provide the time and energy to make things happen sometimes called advocates, intrapreneurs, and change agents (p. 404) idea incubator Safe harbour where ideas from employees throughout the organization can be developed without interference from bureaucracy or politics (p. 403) incremental change A series of continual progressions that maintains an organizations general equilibrium and often affects only one organizational part (p. 394) large group intervention 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 supporter and sponsor of a technical champion to shield and promote an idea within th e organization (p. 405) new-venture fund A fund that provides financial resources to employees to develop new ideas, products, or businesses (p. 404) organization development A behavioural science field devoted to improving performance through trust, outdoors confrontation of problems, employee empowerment 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) chemical group change A breaking of the frame of reference for an organization, often creating a new equilibrium because the entire organization is transformed (p. 394) skunkworks Separate, small, informal, highly autonomous, and often c lose-fitting 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, reward systems, labour relations, coordination devices, anagement information control systems, and accounting 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 generates or adopts and develops an idea for a technical 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 ser vices faster than competitors, giving companies a competitive edge (p. 409) venture teams A technique to cling to creativity 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 DECISION MAKING PROCESSES bounded aptity perspective 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 (p. 34) Carnegie model Organizational decision making involving many managers and a final choice based on a coalescency among those managers (p. 445) coalition An alliance among several managers who agree through bargaining about organizational goals and problem priorities (p. 445) contingency decision-making framework A perspective that brings together the two organizat ional dimensions of problem consensus and technical knowledge about resultants (p. 458) decision learning A process of recognizing and admitting mistakes that allows managers and organizations to acquire the experience and knowledge to perform more effectively in the future (p. 62) escalating commitment Persisting in a course of action when it is failing occurs because managers block or distort negative information and because consistency and perseveration 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 either 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 tried elsewhere in the desire that it will work in the present situation (p. 60) incre mental decision process model A model that describes the structured sequence of activities undertaken from the discovery of a problem to its solution (p. 447) inspiration An innovative, creative solution that is not reached by logical means (p. 460) intuitive 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 Novel 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 Extremely 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, respo nsibilities (p. 462) problem consensus The agreement among managers about the nature of problems or opportunities and about which goals and outcomes to pursue (p. 457) problem identification 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 cleared 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 acceptance by organizations o f a satisfactory rather than a maximum level of performance (p. 46) technical knowledge Understanding and agreement 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 trait 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 Rivalry between groups in the pursuit of a common care for (p. 75) confrontation 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 power for a department that reduces uncertainty for other departments by obtaining prior information, prevention, and absorpt ion (p. 489) decision premises Constraining frames of reference and guidelines placed by top managers on decisions made at lower levels (p. 483) dependency One aspect of horizontal power when one department is dependent on another, the latter 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 money 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 block 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 confro ntation and enables the parties to systematically reach a solution (p. 98) network centrality Top 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, peremptory 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 sources of horizontal power in organizations dependency, financial resources, centrality, nonsubstitutability, and the ability to cope with uncertainty (p. 487) rational model A description of an organization characterized by a rational approach to decision making, extensive and reliable 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 miss ion and superordinate goals that enable groups to pass over 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