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CHAPTER 2
Organizational Goal- desired state of affairs that organization attempts to reach
o Primary responsibility of top management is to determine goals, strategy, and
design thereby adaption the organization to a changing environment
Direction setting > assessment of opportunities and threats in external
environment including change, uncertainty, and resource availability.
Top Managers asses internal strengths and weakness to define company
Next step is to define and articulate strategic intent which is measured by
missions and goals
Strategic Intent- all organizations energies and resources are directed towards a
focused, unifying, and compelling overall goods > put computers at desk in every
home
Mission- organizations reason for existence
Official Goals- formally stated definition of business scope and outcomes the
organization is trying to change
Goals may focus on values, markets, and customers that distinguish an organization
Competitive advantage- refers to what sets the organization apart from others and
provides it with a distinctive edge for meeting customer or client needs
Core competence- something a organization does particularly well in comparison to
competitors (research, development, etc..)
Operating goals- designate the ends sought through the actual operating procedures of
the organization and explain what its trying to do
o Resource goals, overall performance goals, market goals, innovation and change
goals, productivity goals, employee development goals
Hybrid organization- mixes value systems and behavior represent two sectors in society
which leads to tensions and conflict over organization over specific goal
Coalition management- PG 58
Mile and Snow Typology (Prospector, Defender, Analyzer, Reactor) Pg 63
Operation vs. Mission Goals- Pg 58
Porter Competitive Strategy- Pg 60
Strategy, Environment, Technology, Life/ Size, Culture Pg 66
Differentiation Strategy Pg 60
Effectiveness vs Efficiency Pg 67
Low Cost Leadership Strategy- Pg 62
Social Construct- Pg 68
Competitive strategy can be broad or narrow
Goal Approach- Pg 69
Resource Based Approach- Pg 71
Internal Process Approach Pg 72
Strategic Continuant Approach- Pg 74
Integrated Effectiveness Model Pg 75
Rational Goal Emphasis- Pg 76
Chapter 3
Organization Structure Components- Pg 88
Centralization vs Decentralization- Pg 90
Vertical Information Sharing (Hierarchical, Rules and Plans, Vertical Information system
Pg 93
Horizontal Line Sharing (Collaborative and Linkage) Pg 94
Liaison Roles- Pg 95
Task Force- Pg 95
Integrator- Pg 96
Teams and Virtual Teams Pg 97
Departmental, Functional, Divisional, Multifaced Grouping- Pg 102
Virtual Network Group- Pg 104
Functional Structure Pg 104
Divisional Structure Pg 106
Matrix Structure Pg 111
Functional Matrix and Product Matrix Pg 112
Horizontal Structure and Reengineering Pg 116
o S&W Pg 119
Outsourcing Pg 120
Virtual network structure Pg 120
o S&W Pg 122
Hybrid Structure Pg 124
Symptoms of Structural deficiency Pg 127