Pad 426

Frames

Human Sources Frame

Cultural/Symbolic Frame
Multi-Frame
Meaning-Producing System
The Classical School
Principles Of Scientific Management
The Behavioral School
Scientific Management

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Equity

Initiative

Rationality

The Functions Of Executive

Maintenance

Negative Entropy

Balance Of Maintenance

Boundary Spanning

Competitive Advantage School

Institutional Theory

The Population Ecology Theory

Complexity And Interdependence

Surprising

Camouflage

Management Theory

October 19, 2009

Bureaucracy
Authority And Responsibility
Unity Of Command
Remuneration
Scalar Chain

Evolution Of Organizational
Thought
Structural Frame
Political Frame
Political System
Social Contracts
The System School
Open Social System
Division Of Work
The Contingency School
Administrative Principles
Efficiency
Division Of Work
Discipline
Unity Of Direction
Centralization
Order
Stability Of Tenure
Esprit De Corpe
Human Relations
Hierarchy Of Needs
Motivators
Cycle Character
Steady State
Adaptive Activities
Production
Transactions Costs Theory
Resource Dependency Theory
Natural Selection
Open Social System

Pad 426

Managing Organizational External
Environment
Boundaries
Intermediate Environment
Macro Environment
Political System
Competition System
Technological System
Mobility
Physical System
Task/Specific
Globalization
Customers
Suppliers
Labour Unions
Public Pressure Group
Quality
Uncertainty
Technical Complexity
Social Responsibility
Restrictiveness
Spanning Unit
Boundary Spanning Activities

October 19, 2009

Environmental Scanning
Linkages
Withdrawal Model
Adaptation
Environmental Analysis
Homogeneity - Heterogeneity
Complexity
Threat-Security
Coordination - No Coordination
Concentration - Dispersion
Domain Consensus - Dissensus

Dynamism
Integration
Internal Strategies
Buffering
Rationing
Forecasting
External Strategies
Contracting
Interlocking Directors
Merger

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Micro Environment
Linking System
Cultural System
Economic System
Substitutability
Manpower System
Customers System
General System
International Sector
Mission Environment
Competitors
Trade Associations
Domain
Environmental Turbulence
Environmental Diversification
Information Explosion
Work Ethics
Boundary Spanners
Environmental Monitoring
Organizational Representation
Immediate

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Selective Imperviousness
Action-Adaptation
Dependency
Stability-Variability
Diversity
Interconnectedness -Isolation
Munificence-Scarcity
Organizational Capacity
Differentiation
Population Ecology
Recruitment
Leveling/Smoothing
Geographical Dispersion
Adjusting Production Volume
Advertising
Cooping
Coalescing
Professionals
Predictability
Rationality
Perception

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 Pad 426

Bargaining
Micro Environment
Linking System

Acquisition
Boundaries
Intermediate Environment

Mission
Resource Utilization
Long-Range Vision
Market-Base Orientation
Mission Development
Types of Goals
Short-and Long-Term

Operative

Equilibrium and
Improvement
Directional

Performance

Business Domain Specification

Motivation of Personnel
Goals
Primary vs. Secondary
Explicit and Implicit
Operative
Org. and Business
Market leadership

Customer service

Profitability

Internal

Personnel

Efficiency

External

Social Responsibility
Responsibility for Goal
Setting
Rationality
Technology
Management Philosophy
Mandates

Acceptable

Measurable

Company Climate and culture

Unanimity of purpose

Suitable
Achievable

Hierarchy of Goals
Dominant Coalition
Consumer needs
Resources
Practices of others
Qualities of goals
Flexible
Motivating
Understandable
Strategy

October 19, 2009

Market spread

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Strategic Management
Corporate Strategy
Functional-_Operational

Differentiation

Strategic decision

Business Strategy

Cost-Leadership
Focus

Growth

Stability

Retrenchment

Defender

Prospector

Analyzer

Reactor

Org. Performance Evaluation

Resource Acquisition
Rational Coordination
Conformity
Effectiveness
Goal Accomplishment

Internal Processes

Doing things right

Production or output
Org. renewal and adaptation
Constituency Satisfaction
Humanism
Resource acquisition
Strategic Constituencies
Satisfaction
Doing the right thing

October 19, 2009

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 Pad 426

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Functional
Departmentation
Divisional/product
Departmentation
Customer Dept
Territorial Dept
Process Dept
Functional
Departmentation
Product/ Divisional
Territorial Dept/
structure.
Customer/ market Dept
Process Departmentation
Hybrid (mixed) Dept./
Structure
Span of Control
Span of control
Authority Relationships
Line authority
Staff Authority
Functional Authority
Support/ staff
Integration
Slack resources

Characteristics/Dimensions

Complexity
Formalism
Centralization
Horizontal differentiation
vertical differentiation
territorial differentiation
Organizational design
Contingency Factors
Differentiation
Intergradations

Jobs

Job design

Departmentation
Job design
Job content

Job Range

Job depth
Job Requirements

Job Context
Mechanistic design
Job rotation

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Job Enlargement
Job Enrichment
Skill Variety
Task Identity
Task Significance
Autonomy
Knowledge of Results
Interaction
Team-based approach

October 19, 2009

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Autonomous work Team

Self- management
Semi autonomous
Quality circle
Employee Empowerment
Compressed working
week
Flexible working hours
Flexible place
Job sharing
Career breaks
Departmentation

Pad 426

Organization design models
Strategic apex
Middle line

Matrix organization
Network organization
Virtual corporation

Operating core
Techno structure

Spider web
Global companies

Support staff
Simple structure

Machine bureaucracy

Global corporations
MNC multi-national Crop
Global crop
International Division

Techno structure
Standardization

Maturity Stage
Professional Bureaucracy
Divisional Structure

Home country
Global product Division
Standardized approach
Area Division
Global matrix

Adhocracy

Business manager

Support staff

Global product manager

Professionals
Divisional

October 19, 2009

Mechanistic model rationality

Organic model

Area manager
Effective design

Matrix organization
Network organization

 Pad 426

Midlife
)Maturity
Decline and Death
Growth
Revival
Larry Greiner
evolution
Crisis
Creativity and Leadership Crisis
Direction and Autonomy Crisis
Delegation and Control Crisis
Coordination and Red Tape
Collaboration and Crisis of
psychological Saturation
Organizational Decline
politicking
Stresses
Managing Decline
Lag
differentiated
Conservative
divisional
entrepreneurship
transformational
Organizational Life Cycle
Contextual
Creation
Transformation
Decline
Birth
Youth

Complexity

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Formalism
Aston Group
Specialization
Centralization
moderates
Reutilization
Delegation
Impersonal work env.
efficiency
slack resources
Biological Organism
inertia
physical capacity
share of market
number of branches
multiple product lines
Assets size and facilities

October 19, 2009

Creation
Transformation
Decline
Birth
Youth

physical capacity
share of market
number of branches
multiple product lines
Assets size and facilities
Number of full-time
employees
)Bigger Is Better
)Growth is power
idle resources
over utilized
Incentives for Growth
Opportunities
Bureaucratization
differentiation
horizontal diff.
vertical diff.
special diff.

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Midlife
Maturity
Decline and Death
Growth
Revival
Larry Greiner
evolution
Crisis
Creativity and Leadership Crisis
Direction and Autonomy Crisis
Delegation and Control Crisis
Coordination and Red Tape
Collaboration and Crisis of
psychological Saturation
Organizational Decline
politicking
Stresses
Managing Decline
Lag
differentiated
Conservative
divisional
entrepreneurship
transformational
Organizational Life Cycle
Contextual

Number of full-time
employees
Bigger Is Better
Growth is power
idle resources
over utilized
Incentives for Growth
Opportunities
Bureaucratization
differentiation
horizontal diff.
vertical diff.
special diff.

Complexity

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Formalism
Aston Group
Specialization
Centralization
moderates
Reutilization
Delegation
Impersonal work env.
efficiency
slack resources
Biological Organism
inertia

October 19, 2009

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 Pad 426

Staff
Robotics
Tech Manufacturing Flexible
Manufacturing Computer
Integrated

Just In - Time

Technology
Technology Core
Technology Infrastructure
Org.Buffers
Rationality

Organizations Service
Technology Of Organizations

Buffering
Smoothing

Service

Group Interdependence
Technology Mediating
Interdependence Pooled

Forecasting
Rationing
Management Technology

Long - Linked Technology

Sequential Interdependence

Discontinuity
Assessment

Intensive Technology
Reciprocal Interdependence
Mutual Adjustment
Departmental Technology
Technology Knowledge
Task Variety
Routine Technology
Systematic Analysis
Tech Engineering
Technology Craft
Non Routine Technology

Robotics
Tech Manufacturing Flexible

Position Taking
Policy Formulating
Strategy Technology
Transfer Technology

Organizations Manufacturing In
Technology
Batch Tech Unit And Small
Standardization
Mass Production
Large-Batch
Continuous Process Production
Managing Technology Of
Organizations
Technology Core
Technology Infrastructure
Organizations Buffers

October 19, 2009

Line

Managing Technology Of
Organizations

 Pad 426

Manufacturing Computer

Rationality

Integrated

Just In - Time

Buffering

Organizations Service
Organizations Service

Smoothing
Forecasting

Technology Of

Group Interdependence
Technology Mediating
Interdependence Pooled

Rationing
Management Technology
Discontinuity

Long - Linked Tech

Sequential Int.
Intensive Tech
Reciprocal Int.
Mutual Adjustment
Departmental Tech
Technology Knowledge
Task Variety
Systematic Analysis
Routine Technology
Technology Engineering

Assessment
Position Taking

Technology Craft

Policy Formulating
Strategy Technology
Organizations Manufacturing In
Technology
Batch Tech Unit And Small
Standardization
Mass Production
Large-Batch
Continuous Process Production
Routine Tech Non

October 19, 2009

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 Pad 426

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Conflict
Outcomes Conflict
Management Conflict
Competing
Avoidance
Compromise
Accommodation
Collaboration
Confronting
Smoothing
Forcing
Forcing
Compromise
Synergism
Stimulating Conflict

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Uncertainty Reduction
Resource Control
Non Substitutable
Information
Network Centrality
Dominant Coalition
Politics
Political Tactics
Cooptation
Ingratiating
Impression Management
Structural Power
Managing
Destructive
Politics
Organizational Conflict

October 19, 2009

Sources of Conflict
Interdependence
High Differentiation
Low Formalization
Stages of Conflict Process
Latent Conflict
Conflict Perceived
Felt Conflict
Manifest Conflict
Management Aftermath

Power
Authority
Sources of Power
Legitimate Power
Power Reward
Power Coercive
Power Referent
Power Expert
Power Charismatic
Structural