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Be prepared to define "organization," listing & explaining the four key
elements; to define & cite the effects of each structural & contextual
dimension. |
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Be able to compare/contrast efficient
performance/learning organization (vertical to horizontal, etc.). |
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Chapter 2: Strategy, Organization Design, & Effectiveness |
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Be able define, compare, & contrast
mission, official goals, operative goals, strategy; to identify the
four purposes of goals; |
Be able to define and explain Porter's
competitive strategies and Miles & Snow's typology; |
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Be able to define, compare, and contrast
effectiveness & efficiency; to name, define, explain, and identify (not
list) indicators of the usefulness (appropriateness) of each of the
competing values effectiveness approaches. Note: A review of exhibit 2.9
would be essential to understanding the competing values approach. |
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Chapter 3: Fundamentals of
Organization Structure |
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Be able to list and define the three key components in defining
structure (p. 86). strengths, and weaknesses of functional, divisional,
hybrid and matrix structures. Be able to identify symptoms of structural
deficiency. |
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be able to explain the elements to
consider in designing vertical and horizontal linkages; be able to list
and define horizontal and vertical linkage mechanisms, and to rank them
in information-carrying capacity; to define and to identify
characteristics, |
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Be able to identify strengths, and weaknesses of functional,
divisional,
hybrid and matrix structures. Be able to identify symptoms of structural
deficiency. |
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Chapter
4: The External Environment |
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Be able to define and explain
organizational
environment and organizational domain; and the framework for organizational responses to
uncertainty [including exhibit 4.7). Be able to
recognize/define/explain each of the methods of controlling
environmental resources. |
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Be able to name
& explain the dimensions (simple/complex; stable/dynamic)
and framework (exhibit 4.2) for assessing environmental uncertainty; the
means for adapting (positions & departments. |
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Be able to
define buffering and boundary spanning,
differentiation and integration, to identify examples, and to
explain appropriate uses of each. organic and mechanistic processes
[also see exhibit 4.6], planning and forecasting; |
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Be able to
define organic and mechanistic processes
[also see exhibit 4.6], and explain the appropriate uses of each.
Be able to define and explain use of planning and forecasting; |
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Chapter 5:
Interorganizational Linkages. |
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Be able to list, arrange,
define, explain, and cite the reasons for each of the four organization
types of the "framework of interorganizational relationships;"
be able to list/explain/contrast: the two strategies of the resource
dependence model; the elements (including form, niche, the three
steps of ecological change) of the population ecology model, and the
three mechanisms for institutional adaptation. |
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Chapter 6: Designing Organizations for International
Environment |
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Chapter 7: Manufacturing and Service
Technologies |
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Be able to define, explain, identify,
compare, contrast, and contrast characteristics of each of Woodward's three technology
types and CIM--and to identify examples of each. Be able
to compare & contrast definitions & characteristics of service
and product technologies. Be able to explain the framework for
department technologies; to list, define, classify, recommend structural
design characteristics, describe information needs & recommend types
of information required for each of the four categories
of departmental activity. Be able list, define and explain the three
types of workflow interdependence, including the appropriate management
implications (i.e., interdepartmental communication needs, type of
coordination required, location priorities). Be able to define and explain job design
(job rotation, job simplification, job enrichment), sociotechnical systems (including
joint optimization). |
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Chapter 8: Information Technology and Knowledge Management. |
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Be able to define
"control," "feedback control system," "management control systems," and
"balanced scorecard." Be able to identify/compare/contrast
the four forms of management control systems,
Be able to define
and contrast data, information, and knowledge. Be
able to cite, explain, and contrast the two approaches to knowledge
management; be able to explain any of the mechanisms for either
approach. |
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Chapter
9: Organization Size, Life Cycle and Decline |
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Be able to identify pressures for organizational
growth, arguments for and against organizational largeness and
smallness. Be able to describe the basic process of organization life
cycle--the appropriate response for each crisis. Be able to define "bureaucracy," to name
and define the characteristics and rationale for bureaucracies; to explain,
define and contrast the bases of authority; to explain the relation of
size to other structural characteristics and the interplay among those
characteristics. Be able to list/define/compare/contrast the three
strategies for control' given specific situations, be prepared to
recommend the appropriate control strategy for each. Be able to
define control. Be able to define, explain, cite uses of
balanced scorecard. |
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Chapter
10: Organizational Culture and Ethical
Values. |
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Be able to define and
explain culture; to list and explain its two functions; be able to
explain/identify the role of rites (four types), stories (legends,
heroes, myths), symbols and language in communicating and
interpreting culture; be able to define, contrast, and identify
examples of
Adaptability/Entrepreneurial
Culture, Mission Culture, Clan Culture & Bureaucratic Culture
the four cultures
in the competing values approach,.
Be able to cite core values and common behaviors in adaptive (learning)
organizations. |
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Chapter
11: Innovation and Change. |
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Be able to
define innovation, compare/contrast radical and incremental
change; to explain, compare & contrast four types of change;, to
identify communication/ structural dimensions and strategies appropriate
for initiating (and implementing) each; be able to cite and explain
strategies appropriate for each type of change. Be able to explain each element for successful
change |
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Chapter 12: Decision-Making Processes.
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(No questions on this chapter |
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Chapter
13: Conflict, Power, and Politics. |
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Be able to define "Interdepartmental
Conflict." Be able to list, define, and explain each of the "sources
of intergroup conflict," be able to define, compare, contrast, and explain factors
associated with the rational and the political models. Be able to
define, compare and contrast individual versus organizational power, and
power versus authority. Be able to list, define and explain each of
the vertical sources of power. Be able to list, define and explain
horizontal sources of power; to define, explain, and apply the strategic
contingencies model. Be able to identify and explain tactics for
increasing power; be able to identify and explain political tactics for
using power. |
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