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A company’s core competence is something the organization does especially well in comparison to its competitors.

Operative goals
Describe specific measurable outcomes and are often concerned with the short run
Operative goals typically pertain to the primary tasks an organization must perform

performance goals

resource goals

market goals

employee development goals

productivity goals

goals for innovation and change.

PORTER

MILES AND SNOW

Organizational design

Effectiveness is measured by:

GOAL APPROACH

RESOURCE – BASED APPROACH

INTERNAL PROCESS APPROACH

Balanced scorecard

Topic 3 ORG STRUCTURES

Self-study, reference materials in the textbook

Information-Sharing Perspective on Structure:Vertical Information Sharing • Horizontal Information Sharing

Functional, Divisional, and Geographic Designs

Matrix Structure

Horizontal Structure

Virtual Networks and Outsourcing

Hybrid Structure

Basing on the practical task of changing the type of the structure:

Be able to give examples ofmaterial and non-material effects of restructuring, examples of improved behavior.

 

Topic 4 EXTERNAL ENVIRONMENT

Organizational environment is defined as all elements that exist outside the boundary of the organization and have the potential to affect all or part of the organization;

Domain defines the organization’s niche and defines those external sectors with which the organization will interact to accomplish its goals;

Ten sectors can be analyzed for each organization: industry, raw materials, human resources, financial resources, market, technology, economic conditions, government, sociocultural, and international

Task environment includes sectors with which the organization interacts directly and that have a direct impact on the organization’s ability to achieve its goals. The task environment typically includes the industry, raw materials, and market sectors, and perhaps the human resources and international sectors.

A complex environment is one in which the organization interacts with and is influenced by numerous diverse external elements. (aerospace)

In a simple environment, the organization interacts with and is influenced by only a few similar external elements

(family-owned stores)

An environmental domain is stable if it remains the same over a period of months or years. (Public utility)

Under unstable conditions, environmental elements shift abruptly. Environmental domains seem to be increasingly unstable for most organizations. (Toy companies)

  LOW UNCERTAINTY LOW-MODERATE
STABLE Mechanistic structure: formal, centralized Few departments No integrating roles Current operations orientation; low-speed response Mechanistic structure: formal, centralized Many departments, some boundary spanning Few integrating roles Some planning; moderate-speed response
  HIGH-MODERATE UNCERTAINTY HIGH UNCERTAINTY
UNSTABLE Organic structure, teamwork: participative, decentralized Few departments, much boundary spanning Few integrating roles Planning orientation; fast response Organic structure, teamwork: participative, decentralized Many departments differentiated, extensive boundary spanning Many integrating roles Extensive planning, forecasting; high-speed response
ENVIRONMENT COMPLEXITY SIMPLE COMPLEX

 

Topic 5 ORG DESIGN AND INTERNAL PROCESSES

Differentiationrefers to “the differences in cognitive and emotional orientations among managers in different functional departments, and the difference in formal structure among these departments.”

Integrationis the quality of collaboration among departments.

ORGANIZATIONAL DESIGN Refer to Mechanistic and Organic management models

How environment influences internal processes

 

 






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