Otganisational Structure at University of Groningen

Flashcards and summaries for Otganisational Structure at the University of Groningen

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Study with flashcards and summaries for the course Otganisational Structure at the University of Groningen

Exemplary flashcards for Otganisational Structure at the University of Groningen on StudySmarter:

Organisational effectiveness 

Exemplary flashcards for Otganisational Structure at the University of Groningen on StudySmarter:

The goal-attainment approach 

Exemplary flashcards for Otganisational Structure at the University of Groningen on StudySmarter:

The system approach

Exemplary flashcards for Otganisational Structure at the University of Groningen on StudySmarter:

The strategic-constituencies approach

Exemplary flashcards for Otganisational Structure at the University of Groningen on StudySmarter:

The balance scorecard approach

Exemplary flashcards for Otganisational Structure at the University of Groningen on StudySmarter:

Complexity

Exemplary flashcards for Otganisational Structure at the University of Groningen on StudySmarter:

Horizontal differentiation 

Exemplary flashcards for Otganisational Structure at the University of Groningen on StudySmarter:

Spatial dispersion 

Exemplary flashcards for Otganisational Structure at the University of Groningen on StudySmarter:

Formalisation

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Rules

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Policies 

Exemplary flashcards for Otganisational Structure at the University of Groningen on StudySmarter:

Socialisation

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Exemplary flashcards for Otganisational Structure at the University of Groningen on StudySmarter:

Otganisational Structure

Organisational effectiveness 

1.the degree to which an organization attains its short- and long-term goals

2.the selection of which reflects strategic constituencies

3.the self-interest of the evaluator 

4.the life stage of the organisation 


Otganisational Structure

The goal-attainment approach 

An organisation's effectiveness is judged in terms of whether it achieves its goals

  • focus on ends (goal)
  • downplay the mean (Mittel) of getting there 
  • goal-seeking entities 

Otganisational Structure

The system approach

  • Evaluating an organisation's effectiveness by its ability:

          1. to acquire inputs

          2. process the inputs 

          3. channel the outputs

          4. maintain stability and balance

  • Goal is just ONE element-> Focus on HOW goals are achieved

Otganisational Structure

The strategic-constituencies approach

An organisations effectiveness is determined by how successfully it satisfies the demands of those constituencies in its environment from which it requires support for its continued existence 

  • goals: response to environment/ groups with power

Otganisational Structure

The balance scorecard approach

Org. seeks to balance the various demands on the organisation with its capabilities 

Effectiveness is measured by looking at 4 components:

1. Financial Perspective (Is org./ strategy profitable?)

2. Costumer Perspective (How do costumer see us?)

3. Internal Perspective (What must the company internally do to satisfy costumer?)

4. Innovation/ Learning Perspective (What can be improved?/ How can we create more value?)

Otganisational Structure

Complexity

  • refers to the degree of differentiation in an org.
  • The degree of horizontal-, vertical-, and spatial differentiation in an organisation

Otganisational Structure

Horizontal differentiation 

  • Number of different occupational-, taks-, administrative units
  • Job specialisation divides employees in units
  • Specialisation increases= amount of units increases-> more complexity
  • a lot of units= difficult communication/ coordination

Otganisational Structure

Spatial dispersion 

The degree to which the location of an organisation's facilities and personnel is dispersed geographically

High Partial dispersion: operations are widely spread= more complexity bc of:

  1. physical separation 
  2. communication problems 
  3. not the same behavior/ attitude from staff in different countries  

Otganisational Structure

Formalisation

The degree to which jobs and procedures within the organisation are standardised  

High formalised job:  

  • clear job descriptions 
  • rules to follow 
  • clearly defined procedures how to do the the job 

Why important:

  • manage risk
  • economic benefit (je mehr einem vorgegeben wird, desto weniger muss man leisten, desto weniger muss die Firma zahlen)


Otganisational Structure

Rules

Explicit statements that tell an employee what he or she ought or ought not to do

Otganisational Structure

Policies 

Statement that guide employees


Otganisational Structure

Socialisation

An adaption process: individual learns the values, norms, expected behavior patterns for the job

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