OPD

Introduction to Organizations

-Current Challenges
-Globalization
-Intense competition
-Ethics and sustainability
-Speed and responsiveness
-The Digital world
-Diversity
-What is an Organization?
-Social entities
-Goal-directed
-Designed as deliberately structured and coordinated activity systems
-linked to external environment
-Multinationals and Non-profits
-Importance of Organizations
-Dimensions of Organization design
-Contingency factors
-Goals and strategy
-Environment
-Size
-Technology
-Culture
-Structural dimensions
-Formalizations
-Specialization
-Heirarchy of authority
-Centralization
-An organization can be understood primarily by understanding the people who make
it up? No
-Effectiveness
-Efficiency
-Stakeholder approach
-Primary role of managers is to achieve maximum efficiency? No
-Scientific Management
-Organic and Mechanistic designs
-Centralized vs Decentralized
-Specialized vs Empowered roles
-Formal vs Informal systems
-Vertical vs Horizontal comm
-Heirarchy of authority vs collaborative teamwork
-Open and closed system
-Chaos Theory

-Organizational Structure
-Reporting relationships
-Grouping individuals into organizations
-Design of systems
-Vertical info sharing
-Heirarchical referral
-Rules and plans
-vertical info systems
-Horizontal info sharing
-Cross functional info systems
-Liaison role
-Task forces
 -Integration/Coordination
-Project teams
-Relational coordination
-Departmental Grouping options
-Functional grouping
-Divisional grouping
-Multi-Focused grouping
-Horizontal grouping
-Virtual network grouping
-Conditions for the matrix
-Hybrid structure
-Symptoms of Structural deficiency
-Decision making delayed
-No innovation
-Decline in Employee performance
-Too much conflict

-Organizational Purpose
-Mission
-Strategic intent
-Competitive advantage
-Core competence
-Operating goals
-Overall performance
-Resource
-Market
-Employee development
-Productivity
-Innovation
-Importance of Goals
-Strategy
-Porter's competitive strategies
-Differentiation
-Low cost leadership
-Effectiveness approaches
-Goal approach
-Resource based approach
-Internal process approach
-Strategic constituents approach

-Resource dependence theory

-Supply chain relationships
-Power implications
-Collaborative Networks
-Sharing risks while entering new markets
-Innovation and problem solving
-avenue for entering global market
-Reducing costs
-Institutionalism
-Institutional Similarity
-Mimetic forces
-Coercive forces
-Normative forces

-Simple~Complex~Stable~Unstable
-Buffering roles
-Boundary spanning roles
-Differentiation and Integration
-Planning, forecasting and responsiveness

-Dilemmas of Large size

-Organizational charateristics
-Entrepreneurial
-Collectivity
-Formalization
-Elaboration
-Formalization and Centralization
-Controls
-Bureaucratic control
-Market control
-Clan control
-Decline stages
-Blinded stage
-Inaction stage
-Faulty action stage
-Crisis stage
-Dissolution stage