IO

• Classical Theory of organizations

  • Emphasis on individuality towards a goal
  • Highlight on subordinates
  • Undifferentiated activities
• Functional principle


  Dividing works into different departments that perform similar activities, such as having Human resource departments in a workplace
• Scalar principle


  Organization's vertical growth and refers to the chain of command that grows with levels added to the organization
• Rachel's job can be considered under line function
• Neoclassical theory


  • Recognizes psychological and behavioral issues on workers
  • Stresses the "personalization" of work on individuals due to its intensive orientation on humans
• Taylorism


  • Linked with a deductive approach
  • Non-objective and non-scientific data are accentuated since this approach drifts away from heavy orientation on science
• Delegation of authority


  Giving distinct personnel specific responsibilities, and holding them accountable for finishing these tasks
• Theory Y


  Viewing employees as someone who lacks motivation, does not have ambition, are individuals who are driven by reinforcements, and really does not love what they are doing
• Contingency theory


  Higher officials in an organization must be open regarding their responses to different environmental conditions, such that behaviors must match the situations
• Systems theory


  An organization has different distinct components and functionalities that don't operate like separate entities. Every portion influences every other part. Because every component of the business is interconnected, every action has an impact on other parts of the company
• Ms. Y is one of the strategic apex of a high-end wine production company
• Technostructure


  Requires its members to undergo relevant training and experience to ensure standardization of knowledge
• Support staff


  Stress standardization of work processes
• Organizational structure


  Configuration of work functions inside an organization with the goal of achieving control and efficiency
• Standardization of work output

  Concern over why the amount of toppings on caramel sundae varies across different locations
• Traditional organizational structure


  • Formally defined roles for their members
  • Employee-driven orientation
  • Dynamic nature
• Flat structure


  Many promotional opportunities and more intensive supervision
• Functional structure


  An organization which is generally divided into different departments
• Divisional structure


  Each product category has specific personnel who focuses on handling the ins-and-outs of the products
• Matrix structure


  • An employee has two reporting lines: functional and product manager
  • Creativity and innovation are the highlights of this structure
• Contingency theory by Joan Woodward


  • Focused on manufacturing technology
  • Organization structure and production technology are independent of each other
• Recruitment


  Attracting possible applicants through visually-appealing posts
• Selection


  Choosing the best-suited applicants to play the roles
• Training


  More present-based
• Development


  More future-oriented
• Tuckman's group development theory - Stage 4

  Members focus more on productivity and achievement of their set goals
• Tuckman's group development theory - Stage 5

  • Temporary project assigned is already over
  • Reassignment of members on different groups
  • Financial reasons
• Tuckman's group development theory - Forming stage

  • Acquaintances among members are exhibited
  • Interactions are very 'open'
  • Group members tend to show who they really are
• Training


  Solely anchored on past performances
• Training


  Focuses on the "here-and-now"
• Development


  Has a more long-term focus
• None of the above
• Tuckman's 5 stages of group development

  • Stage 4: Members focus more on productivity and achievement of their set goals
• Reasons why groups undergo the 5th stage of Tuckman's group development theory

  • The temporary project assigned is already over
  • Reassignment of members on different groups
  • Financial reasons
• Tuckman's 'Forming' stage


  • Acquaintances among members are exhibited
  • Interactions are very 'open'
  • Group members tend to show who they really are, regardless of their attitude, at this stage
• Social facilitation


  When a worker becomes more productive and motivated when observed
• Social loafing


  The decrease in personal effort that happens when individuals collaborate in groups rather than by themselves
• Sucker effect


  When a team member reduces their effort to match the free-riders in the group
• Interdependence


  When a team member speaks on behalf of their organization using "we" instead of "I"
• Management team vs Parallel team

  • Management teams are more concerned with the outputs, while parallel teams oversee inputs