Seek to define and direct employee behavior through a set of codified rules and standard procedures

Terms in this set (52)

Medical, Dental, Vison, Life Insurance, Vacation, Company Discounts, Breakfasts, Lunch, and Snacks.
Onsite Wellness services, Sick Time, Flexible Spending Account, Employee Assistance Program, Pet Insurance, Pre-paid legal, Paid Volunteer time off, Monthly Team outings, Car pool programs, Nursing Room, Bereavement Leave, Concierge services, and nap rooms.

Sets with similar terms

1. An element of organizational structure that refers to the degree to which decision making is concentrated at the top of the organization

   centralization

2. A former core competency that turned into a liability because the firm failed to hone, refine, and upgrade the competency

   Core rigidity

3. Applying current knowledge to enhance firm performance in the short term

   Exploitation

4. Searching for new knowledge that may enhance future performance

   Exploration

5. An element of  organizational structure that captures the extent to which employee behavior is steered by explicit and codified rules and procedures

   formalization

6. A process by which the founder defines and shapes an organization's culture, which can persist for decades after his or her departure

   Founder imprinting

7. Organizational structure that groups employees into distinct functional areas based on domain expertise
   Recommended with limited diversification

   Functional structure

8. A situation in which opinions coalesce around a leader without individuals critically evaluating and challenging that leader's opinions and assumptions

   Groupthink

9. An element of organizational structure that determines the formal, position-based reporting lines and thus stipulates who reports to whom

   hierarchy

10. Mechanisms in a strategic control-and-reward system that seek to define and direct employee behavior through a set of explicit, codified rules and standard operating procedures that are considered prior to the value-creating activities

    Input controls

11. Organizational structure that combines the functional structure with the M-form, very versitile, each SBU receives support both horizontally and vertically

    Matrix structure

12. Organizational form characterized by a high degree of specialization and formalization, and a tall hierarchy that relies on centralized decision making

    • Mechanistic organization
    • Ex. McDonalds

13. Organizational structure that consists of several distinct strategic business units (SBUs), each with its own profit-and-loss (P&L) responsibility
    Uses various corporate strategies (Related/Unrelated Diversification)

    Multidivisional structure (M-form)

14. organizational form characterized by a low degree of sppecialization and formalization, a flat organizational structure, and decentralized decision making

    • Organic organization
    • Ex. Zappos and W.L. Gore

15. The collectively sharing value and norms of an organization's members; a key building block of organizational design

    Organizational culture

16. The process of creating, implementing, monitoring, and modifying the structure, processes, and procedures of an organization

    Organizational design

17. A key building block of organizational design that determines how the work efforts of individuals and teams are orchestrated and how resources are distributed

    Organizational structure

18. Mechanisms in a strategic control-and-reward system that seek to guide employee behavior by defining expected results (outputs), but leave the means to those results open to individual employees, groups, or SBUs

    Output controls

19. Organizational structure in which the founders tend to make all the important strategic decision as well as run the day-to-day operations

    Simple structure

20. The number of employees who directly report to a manager

    Span of control

21. An element of organizational structure that describes the degree to which a task is divided into separate jobs (i.e. the division of labor)

    Specialization

22. A key building block of organizational design; internal governance mechanisms put in place to align the incentives of principals (shareholders) and agents (employees)

    Strategic control-and-reward systems

23. The part of the strategic management process that concerns the organization, coordination, and integration of how work gets done. It is key to gaining and sustaining competitive advantage

    Strategy implementation

24. Stucture follows strategies (Alfred Chandler) therefore strucutre must be...

    Flexible

25. What are the key building blocks of structure

    • Specialization
    • Formulation
    • Centralization
    • Hierarchy

26. What are the 4 main Structures

27. Functional structure is best for what kind of corporate strategy

    Single business and dominant business

28. Cooperative multidivisional (M-Form) is best for what kind of corporate strategy

    Related diversification

29. Competitive multi division (M-Form) is best for what kind of corporate strategy

    Unrelated diversification

30. Characterized by 
    -Centralized decision making
    -High level of integration at HQ
    -Co-opetition about SBU's

    Cooperative multidivisional (M-Form)

31. Characterized by 
    -Decentralized decision making
    -Low level of integration at HQ
    -Competition among SBUs for resources

    Unrelated diversification

32. What are some short comings of a matrix structure

    • Difficult to implement
    • Complexity increases when expanding
    • unclear reporting structure causes confusion and delays

33. What are key components of organizational design

    • Structure
    • Culture
    • Control

34. Can lead to failure of established firms when a tightly coupled system of strategy and structure experiences internal or external shifts

    Organizational inertia

35. Allow managers to specify goals, measure progress and provide performance feedback

    Strategic control-and-reward systems

How does an organization's culture influence employee behavior quizlet?

Why is strategy implementation referred to as the Graveyard of strategy quizlet?

Which of the following determines the allocation of resources and the organization and operations of workers quizlet?

What is the goal of organizational design quizlet?