CHAPTER 1

Most companies dont make it to their 5th birthday

Help thrive long term: not static, continuously adapt to shift in external environment
Current Challenges: Globalization
o Global outsourcing- contracting functions outside of country
o Strategic partnering= contract foreign firms to gain an edge
o Intense competition- competition is now global
o Ethics and green movement- held to ethical standards and going free
o Speed and responsiveness- environment changes, organizational crisis or expectations
Social Business and Big Data
o Social Business- Using social media to interact w/ companies
o Social Media Programs- company online pages (Facebook, Wiki, Etc..)
o Big Data Analytics- using a lot of data to find correlations in things
o Organization definition
1.social entities 2. Goal direct 3. Structured and coordinated activity
system 4. Linked external environment
Open System- obtain inputs from external environment, adds value through
transformation and discharges back into the environment
Nonprofit Organizations- direct effort in making the social impact not profit
Contingency- encompass larger elements that influence structural
o Structural: formalization, specialization, authority, complexity, centralization
o Contingency: Environment, Size, Technology, Cultures, and Goal Strategy
Efficiency is everything by Frederick Winslow Taylor or scientific management.
Administrative Principles- looked at design and functioning of organization as a whole
Bureaucratic organization- managing on an impersonal, rational basis through such
elements as clearly defined authority and responsibility, formal record keeping and
standard rule
Hawthorne Studies- positive treatments of employees leads to motivation and
productivity
Mechanist- Centralized, Strict Hierarchy, Vertical Communication, Many Rules,
Specialized Tasks
o Efficiency, Stable, Rigid, Manufacturing
Organic- Decentralized Structure, Collaborative, Horizontal Communication, Empowered
Roles, Few rules
o Small, Innovative, Changing, Adaptive, Service
Task- Work Assigned to one person
Role- Dynamic social system
 Organization behavior- micro approach to organization focuses on individuals
Organizational Theory and Design- macro as it analyzes the entire unit

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