Otganisational Structure at University Of Groningen | Flashcards & Summaries

Lernmaterialien für Otganisational Structure an der University of Groningen

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Integration (Lawrence& Lorsch)

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  • quality of collaboration that exists among independent units
  • integration devices: rules, procedures, decision-making committees

L and L said that organisation& environment have subsets (parts of the organisation deal with parts environment)

-> org. internal structure could differ from department to department, reflecting the subenvironment with which its interact

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Routine technology (Perrow)

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  • have few exceptions and easy-to-analyse problems
  • e.g. mass production of cars, bank teller

Structure: standardised coordination/control-> trough plans/rules , high formalization, wide span of control

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Domain

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  • domain determines the company's specific environment
  • the niche that an org. chose to operate in
  • e.g. VW and Mercedes operate in different domains 
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Long-linked technology (Thompson)

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  • a fixed sequence of connected steps (A must be performed before B, B must be performed before C)
  • e.g. mass production assembly lines 
  • accompanied by sequential (der Reihe nach) interdependence-> requires high level of coordination
  • major areas of concern: acquiring raw materials+distribution of products 
  • Management tries to control input&output 

Structure: moderate complexity and formalisation trough extensive planning and scheduling 

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5 Structures that a company can have 

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  1. Simple structure
  2. Machine bureaucracy 
  3. Divisional Structure
  4. Professional bureaucracy
  5. the adhocracy
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Stuck in the middle (Porter)

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  • an Organisation that is unable to gain a comparative advantage by one of 3 competitive strategies by Porter
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Strategic alliance

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Two ore more companies which cooperate in a venture by each contributing their distinctive skill while maintaining their independence 

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Organisational effectiveness 

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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 


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Technology (Charles Perrow)

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"The action that an individual performs upon an object, with or without the aid of tools or mechanical devices, in order to make some change it that product"

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Non-routine technology (Perrow)

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  • many exceptions 
  • difficult-to-analyse problems 
  • e.g. strategic planning, basic research activities-> demand flexibility

Structure: decentralised, low formalisation, span of control is moderate-narrow, coordination and control trough group meetings

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Computer-integrated manufacturing (CIM)

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  • manufacturing process controlled by computer, which brings together all aspects of the production process
  • linking of design, production system, inventory control, planning, distribution into one function
  • speeding up production innovation
  • reduce time for product testing
  • economies of scope
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Intensive technology (Thompson)

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  • specialized response to a diverse set of problems 
  • response depends on the nature of the problem-> cannot be predicted
  • e.g. technologies in hospitals, universities
  • need for flexibility: major uncertainty is the problem itself 

Structure: high in complexity and low formalisation trough mutual adjustment  

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  • 3483 Karteikarten
  • 161 Studierende
  • 3 Lernmaterialien

Beispielhafte Karteikarten für deinen Otganisational Structure Kurs an der University of Groningen - von Kommilitonen auf StudySmarter erstellt!

Q:

Integration (Lawrence& Lorsch)

A:
  • quality of collaboration that exists among independent units
  • integration devices: rules, procedures, decision-making committees

L and L said that organisation& environment have subsets (parts of the organisation deal with parts environment)

-> org. internal structure could differ from department to department, reflecting the subenvironment with which its interact

Q:

Routine technology (Perrow)

A:
  • have few exceptions and easy-to-analyse problems
  • e.g. mass production of cars, bank teller

Structure: standardised coordination/control-> trough plans/rules , high formalization, wide span of control

Q:

Domain

A:
  • domain determines the company's specific environment
  • the niche that an org. chose to operate in
  • e.g. VW and Mercedes operate in different domains 
Q:

Long-linked technology (Thompson)

A:
  • a fixed sequence of connected steps (A must be performed before B, B must be performed before C)
  • e.g. mass production assembly lines 
  • accompanied by sequential (der Reihe nach) interdependence-> requires high level of coordination
  • major areas of concern: acquiring raw materials+distribution of products 
  • Management tries to control input&output 

Structure: moderate complexity and formalisation trough extensive planning and scheduling 

Q:

5 Structures that a company can have 

A:
  1. Simple structure
  2. Machine bureaucracy 
  3. Divisional Structure
  4. Professional bureaucracy
  5. the adhocracy
Mehr Karteikarten anzeigen
Q:

Stuck in the middle (Porter)

A:
  • an Organisation that is unable to gain a comparative advantage by one of 3 competitive strategies by Porter
Q:

Strategic alliance

A:

Two ore more companies which cooperate in a venture by each contributing their distinctive skill while maintaining their independence 

Q:

Organisational effectiveness 

A:

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 


Q:

Technology (Charles Perrow)

A:

"The action that an individual performs upon an object, with or without the aid of tools or mechanical devices, in order to make some change it that product"

Q:

Non-routine technology (Perrow)

A:
  • many exceptions 
  • difficult-to-analyse problems 
  • e.g. strategic planning, basic research activities-> demand flexibility

Structure: decentralised, low formalisation, span of control is moderate-narrow, coordination and control trough group meetings

Q:

Computer-integrated manufacturing (CIM)

A:
  • manufacturing process controlled by computer, which brings together all aspects of the production process
  • linking of design, production system, inventory control, planning, distribution into one function
  • speeding up production innovation
  • reduce time for product testing
  • economies of scope
Q:

Intensive technology (Thompson)

A:
  • specialized response to a diverse set of problems 
  • response depends on the nature of the problem-> cannot be predicted
  • e.g. technologies in hospitals, universities
  • need for flexibility: major uncertainty is the problem itself 

Structure: high in complexity and low formalisation trough mutual adjustment  

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