Professional Documents
Culture Documents
Height
- The number of hierarchical levels in an
organization, from the CEO to the
lower-level associates.
Span of control
- The number of individuals a manager
directly oversees.
Departmentation Slack resources
– The grouping of human and other - Reduces the need for interdepartmental
resources into units, typically based on information processing.
functional areas or markets. Self-contained tasks
Centralization - Reduces the need for interdepartmental
- The degree to which authority for meaningful processing of information.
decisions is retained at the top of an Information technology
organization. - Facilitates the processing of information. Can
Standardization help transfer information up and down the
- The degree to which rules and standard hierarchy
operating procedures are followed. Lateral relations
- Increases information flow at lower levels. Small-batch technology – A manufacturing
Decisions requiring interdepartmental technology used to produce unique or small
coordination need not be referred up the batches of custom products.
hierarchy.
Mass production technology – A manufacturing
technology used to produce large quantities of
relatively standardized products.
Taskforces
- are temporary groups composed of
members from several
departments
Teams Routine – new problems can be solved using
readily available methods.
- are permanent problem-solving groups
Craft – new problems often require a novel
Integrating roles
search for unique solutions.
- are permanent positions designed to
Engineering – There is significant variation; and
help
new problems can be solved using readily
Managerial linking roles
available methods.
- are integrative positions with more
Non-routine – new problems often require new
influence
methods to find unique solutions.
Matrix designs
- Establish dual authority between
functional managers and project or
product managers
End (Goal) Values
Happiness
Freedom
Inner peace
Mature love
Friendship
PPT2
Hierarchy - strong value placed on control and
stability with a focus inside the organization. systems approach
- emerged in the 1950s to describe a
holistic and analytical approach to
Market - strong value placed on control and
solving complex problems.
stability with a focus outside the organization.
Three parts include:
Systems philosophy: View
Adhocracy - strong value placed on flexibility
things as systems, which are
and discretion with a focus outside the
interacting components
organization.
Systems analysis: Problem-
solving approach.
Systems management: Address
Cultural Audit
business, technological, and
- A tool for assessing and understanding the
organizational issues
culture of an organization.
- A cultural audit should be conducted
Ten Characteristics of Organizational Culture
periodically.
Member identity*
- A cultural audit is a complex and sometimes
Group emphasis*
lengthy process that should be conducted only
People focus
Unit integration*
Subcultures
Control
- groups that share values that differ from the
main values of the organization. Risk tolerance*
Reward criteria*
Values develop along two dimensions: Conflict tolerance*
(1) the types of personal goals that one ought to Means-ends orientation
have Open-systems focus*
(2) the types of behaviors that one ought to use
in reaching those goals.
project life cycle
- is a collection of project phases that
defines:
deliverable
- is a product or service produced or
provided as part of a project.