1. Org. Growth/Decline
1.1. Organizational Life Cycle
1.1.1. Entrepreneurial Stage
1.1.2. Collectivity Stage
1.1.3. Formalization Stage
1.1.3.1. Bureaurcacy
1.1.3.1.1. Reduce corruption
1.1.3.1.2. Increase control
1.1.3.1.3. Can lead to dysfunction
1.1.4. Elaboration Stage
1.2. Growth
1.2.1. CHANGE!
1.2.1.1. Org will hit stages where what worked before is now holding them back and needs to change
1.2.1.2. Change in leadership
1.2.1.3. Formalization over time
1.2.1.4. Take risks
1.2.1.5. New processes are inefficient at first
1.2.1.6. Some parts mechanistic, some are organic
1.3. Design for Growth
1.3.1. Structure
1.3.1.1. Balance mechanistic and organic
1.3.1.2. Scalable processes
1.3.2. Culture
1.3.2.1. Adaptability or clan culture
1.3.2.2. Mission and bureaucracy
1.4. Decline
1.4.1. Causes
1.4.1.1. Org Atrophy
1.4.1.1.1. Org becomes overly bureaucratized, can't adapt
1.4.1.2. Vulnerability
1.4.1.2.1. Cant prosper in current environment
1.4.1.3. Environmental Decline/Compeition
1.4.1.3.1. Capacity of environment to support organizations
2. Innovation and Change
2.1. Incremental
2.1.1. Continuous progression
2.1.2. Affects part of org.
2.1.3. Normal managment and structural processes
2.1.4. Tech improvements
2.1.5. Product improvements
2.2. Radical
2.2.1. Burst of change
2.2.2. Transforms entire org.
2.2.3. Creates new structure and management
2.2.4. Breakthrough tech
2.2.5. New products create new markets
2.3. 4 Types
2.3.1. Technology
2.3.1.1. Ambidextrous org
2.3.1.1.1. Creative department
2.3.1.1.2. Using department
2.3.1.2. Design for both innovation and efficiency
2.3.2. Product/Service
2.3.2.1. Horizontal coordination model
2.3.2.1.1. Specialization
2.3.2.1.2. Boundary spanning
2.3.2.1.3. Horizontal coordination
2.3.2.2. Goal is to create a successful products
2.3.2.2.1. Understand customer needs
2.3.2.2.2. Pay attention to marketing
2.3.2.2.3. Make use of outside tech and advice
2.3.2.2.4. Top management support
2.3.3. Strategy and Structure
2.3.3.1. Dual-core approach
2.3.3.1.1. Admin core
2.3.3.1.2. Tech core
2.3.3.2. Use hierarchy, centralized decision making, formalization, and vertical communication of a mechanistic org design
2.3.4. Culture
2.3.4.1. Org development
2.3.4.1.1. Attempts fundamental changes to improve org adaptability
2.3.4.1.2. Large group interventions
2.3.4.1.3. Team Building
2.3.4.1.4. Interdepartmental activities
2.4. Barriers
2.4.1. Excessive focus on cost
2.4.2. failure to percieve benefits
2.4.3. Lack of coordination and cooperation
2.4.4. Uncertainty avoidance
2.4.5. Fear loss of power, status, position
2.5. Leading Change
2.5.1. Establish sense of urgency
2.5.2. Coalition to guide change
2.5.3. Create a vision/strategy for change
2.5.4. Find idea that fits the need
2.5.5. Develop plans to overcome resistance to change
2.5.6. Create change teams
2.5.7. Foster idea champions
3. Social and Evnironmental Missions
3.1. Relationships
3.1.1. Disparate view
3.1.1.1. Business takes priority
3.1.1.2. S&N considered if align with business interests
3.1.1.3. Percieve narrow range of issues
3.1.2. Intertwined view
3.1.2.1. B, S, & N are equally important and interconnected
3.1.2.2. Multiple connected and conflicting issues btwn B, S, & N
3.1.2.3. Attend to broad variety of issues
3.1.3. Embedded View
3.1.3.1. Nature takes priority
3.1.3.2. Business nested within society, which is nested within nature
3.1.3.3. Attend to broad variety of issues
3.2. Cooperatives
3.2.1. Internationally recognized business form
3.2.2. Owned/operated by and for members
3.2.3. Democratically controlled
3.3. B Corps
3.3.1. Voluntarily meets higher standards of corporate purpose
3.3.2. Consider impact on community, environment
3.3.3. Annual benefit report
4. Environment
4.1. Environmental Uncertainty
4.1.1. Adapting to Uncertainty
4.1.1.1. Add positions/departments
4.1.1.2. Buffering
4.1.1.3. Boundary-spanning
4.1.1.4. Differentiation and integration
4.1.1.5. Mechanistic vs. organic management
4.1.1.6. Planning, forecasting, and responsiveness
4.1.2. Change and Complexity
4.1.2.1. Unstable
4.1.2.1.1. High number of influential factors
4.1.2.2. Simple
4.1.2.2.1. Low rate of change in environment
4.1.2.3. Complex
4.1.2.3.1. High rate of change in environment
4.1.2.4. Stable
4.1.2.4.1. Low number of influential factors
4.2. Resource Dependance
4.2.1. Organizations are open systems
4.2.1.1. Dependant on environment for resources
4.2.2. Control over resources minimizes dependence
4.2.2.1. Reduces uncertainty
4.2.3. Org. can team up to share scarce resources
4.3. Inter-Organizational Relationship
4.3.1. Competition
4.3.1.1. Suspicion, arm's length
4.3.1.2. Price, efficiency, profits
4.3.1.3. Limited info and feedback
4.3.1.4. Legal resolution of conflict
4.3.1.5. Minimal involvement and up-front investment
4.3.1.6. Separate resources
4.3.1.7. Short-term contracts
4.3.1.8. Contract limits relationship
4.3.2. Cooperation
4.3.2.1. Trust, addition of value, high commitment
4.3.2.2. Equity, fair dealing, both profit
4.3.2.2.1. Apple has had some "less than fair" dealings with other companies who use its app store. Apple charges too much money for apps such as Fortnite to use its store. In this case one is profiting more than the other.
4.3.2.3. Share key info, problem feedback, discussion
4.3.2.4. Mechanisms for close coordination
4.3.2.5. Involvement in partner's product design and production, shared resources
4.3.2.5.1. Apple, Samsung, and LG all use each others products/parts. Important for infomation to be shared as to how to use them and how they provide value.
4.3.2.6. Long-term contracts
4.3.2.7. Business assistance beyond the contract
4.3.2.8. Trust
4.3.2.8.1. Building block of coordination
4.3.2.8.2. Willingness to be vulnerable
4.3.2.8.3. Based on positive expectations of org actiosn
4.3.2.8.4. Ability/Competence
4.3.2.8.5. Benevolence
4.3.2.8.6. Integrity
4.4. Institutionalism
4.4.1. Mimetic
4.4.1.1. Uncertainty
4.4.1.2. Innovation, visibility
4.4.1.3. Culturally supported
4.4.1.4. Benchmarking
4.4.2. Coercive
4.4.2.1. Dependence
4.4.2.2. Political law, rules, sanctions
4.4.2.3. Legal
4.4.2.4. Pollution controls
4.4.3. Normative
4.4.3.1. Duty, obligation
4.4.3.2. Professionalism-certification, accreditation
4.4.3.3. Moral
4.4.3.4. Accounting standards
5. What is an Organization?
5.1. Social Entity
5.2. Goal Directed
5.3. Deliberately Structured
5.4. Linked to Environment
6. Ethics
6.1. Code of moral principles and values with respect to what is right and wrong
6.2. Responses to unfavourable conditions
6.2.1. Neglect
6.2.2. Exit
6.2.3. Voice
6.2.4. Loyalty
6.3. Personal Ethics
6.3.1. Beliefs and values
6.3.2. Moral development
6.3.3. Ethical framework
6.4. External stakeholders
6.4.1. Gov regulations
6.4.2. Customers
6.4.3. Special interest groups
6.4.4. Global market forces
6.5. Ethics and Leadership
6.5.1. Leaders
6.5.1.1. Commited to values
6.5.1.1.1. Strong culture! must have strong set of values and beliefs. Likely to be facilitated in clan cultures or bureaucratic cultures (internal focus)
6.5.1.2. Create culture of ethical behaviour
6.5.1.3. Behaviour filters down org
6.5.1.4. Ethics worthless if leaders dont set up and live up to high standards
6.5.2. Value based relationship
6.5.2.1. Relationship btwn leader and followers that is based on shared, strongly internalized values that are advocated and acted upon by the leader
6.6. Ethics and structure
6.6.1. Ethics committee
6.6.2. Chief Ethics Officer
6.6.3. Code of ethics
6.6.4. Whistle-blower protection
6.6.5. Ethics hotline
6.6.6. Employee training
7. Org. Culture
7.1. What Is Culture?
7.1.1. Levels of Culture
7.1.1.1. Observable Culture
7.1.1.1.1. Symbols
7.1.1.1.2. Ceremonies
7.1.1.1.3. Stories
7.1.1.1.4. Slogans
7.1.1.1.5. Behaviours
7.1.1.1.6. Dress
7.1.1.1.7. Physical Settings
7.1.1.2. Underlying Culture
7.1.1.2.1. Values
7.1.1.2.2. Assumptions
7.1.1.2.3. Beliefs
7.1.1.2.4. Attitudes
7.1.1.2.5. Feelings
7.1.2. Norms
7.1.3. Guiding Beliefs
7.1.4. Understandings shared by members of org.
7.2. Functions of Culture
7.2.1. Integrate members so they know how to relate to one another
7.2.2. Help org. adapt to the external environment
7.2.3. Internal Integration
7.2.3.1. Members develop a collective identity and know how to work together effectively
7.2.4. External Adaptation
7.2.4.1. How the organization meets goals and deals with outsiders
7.3. Cultural Design
7.3.1. Adaptability
7.3.1.1. Flexible
7.3.1.2. External Focus
7.3.1.3. Innovation
7.3.1.4. Risk Taking
7.3.1.5. Creativity
7.3.2. Mission
7.3.2.1. Stable
7.3.2.2. External Focus
7.3.2.3. Competitive
7.3.2.4. Profit Oriented
7.3.2.5. Achievement driven
7.3.3. Clan
7.3.3.1. Flexible
7.3.3.2. Internal Focus
7.3.3.3. Employee/Member Importance
7.3.3.4. Startups/Small Companies
7.3.4. Bureaucratic
7.3.4.1. Stable
7.3.4.2. Internal Focus
7.3.4.3. Methodical Approach
7.3.4.4. Policies
7.3.4.5. Large Companies
7.3.4.6. Power Structure
7.3.5. Adaptive Cultures
7.3.5.1. The whole is more important than the parts, and the boundaries between the parts are minimized
7.3.5.2. Equality and trust are primary values
7.3.5.3. The culture encourages risk taking, change and improvement
7.3.6. Nonadaptive Cultures
7.3.6.1. Rigidity
7.3.6.2. Stability
7.4. Culture Strength
7.4.1. The degree of agreement among members of an organization about the importance of specific values
7.4.1.1. Ceremonies
7.4.1.2. Symbols
7.4.1.3. Stories
7.4.1.4. Heroes
7.4.1.5. Slogans
7.4.2. Subcultures
7.4.2.1. Developed to reflect the common problems, goals, and experiences that members of a team, department, or other unit share
7.5. Culture of Discipline
7.5.1. Level 5 Leadership
7.5.2. The Right Values
7.5.3. The Right People int the Right Jobs
7.5.4. Knowing Where to Go
8. Org. Structure
8.1. Components of Structure
8.1.1. Reporting relationships
8.1.1.1. Departments
8.1.1.2. Hierarchy Levels
8.1.1.3. Span of Control
8.1.2. System for communication, coordination, and integration
8.2. Departmentation
8.2.1. Functional Structure
8.2.1.1. Activities and people are grouped by common function
8.2.1.1.1. HR
8.2.1.1.2. Accounting
8.2.1.1.3. Marketing
8.2.1.1.4. etc.
8.2.1.2. Pros
8.2.1.2.1. Economies of scale within functions
8.2.1.2.2. Efficient - avoids duplication of effort
8.2.1.2.3. Best with limited number of products
8.2.1.3. Cons
8.2.1.3.1. Slow response time
8.2.1.3.2. Potential for hierarchy overload
8.2.1.3.3. Poor horizontal coordination
8.2.1.3.4. Less innovation
8.2.1.3.5. Restricted view of organizational goals
8.2.1.4. Beneficial When
8.2.1.4.1. Strategy execution depends on
8.2.1.4.2. Secondary importance
8.2.2. Divisional Structure
8.2.2.1. Activities and people aare grouped by product/organizational output
8.2.2.1.1. Pros
8.2.2.1.2. Cons
8.2.2.2. Beneficial when
8.2.2.2.1. Strategy execution depends on
8.2.2.2.2. Secondary Importance
8.2.3. Variations
8.2.3.1. Geographical
8.2.3.1.1. Grouping all functions required to produce and market products or services in particular regions
8.2.3.2. Matrix
8.2.3.2.1. Combines both functional and divisional
8.2.3.2.2. Beneficial when
8.2.3.3. Horizontal
8.2.3.3.1. Activities/people are grouped around core processes
8.2.3.4. Virtual
8.2.3.4.1. Functions such as accounting, marketing, design... are outscourced to separate companies and coordinated by the central hub
8.2.3.5. Hybrid
8.2.3.5.1. Uses a combination of different structures in different parts of org.
8.3. Potential symptoms of structural deficiency
8.3.1. Decision making is delayed or lacking in quality
8.3.2. The org. does not respond innovatively to a changing environment
8.3.3. Employee performance declines and goals are not being met
8.3.4. Too much conflict
8.4. Information Linkages
8.4.1. Structure is more than the organizational chart
8.4.1.1. Vertical info linkages
8.4.1.1.1. Info that flows along the chain of command
8.4.1.1.2. Designed for control of org
8.4.1.2. Horizontal info linkages
8.4.1.2.1. Info that flows across departments
8.4.1.2.2. Designed to increase and enhance learning and innovation
9. International Orgs
9.1. Globalization drivers
9.1.1. Economies of Scale
9.1.1.1. Increasing size, lowering costs
9.1.2. Economies of Scope
9.1.2.1. Number/variety of products, services, markets, countries
9.1.3. Factors of Production
9.1.3.1. What you'll need to produce product
9.2. Global Org Structures
9.2.1. International Division/Geographic Division
9.2.2. Global Product/Functional
9.2.3. Global Geographic Structure/Geographic structure
9.2.4. Global Matrix/Matrix
9.2.5. Transnational
9.2.5.1. Maximize
9.2.5.1.1. Efficiency
9.2.5.1.2. Responsiveness
9.2.5.1.3. Learning
9.2.5.2. Characteristics
9.2.5.2.1. Assets dispersed worldwide
9.2.5.2.2. Highly specialized operations linked through interdependent relationships
9.2.5.2.3. Flexible/ever-changing corporate structure
9.2.5.2.4. Subsidiary managers initiate strategy that gets adopted at top corporate level
9.2.5.2.5. Coordination achieved through org culture