問題一覧
1
Mission Statement:
*Who we are *What we value
2
Vision Statement:
*What we want to become
3
Strategy
*How we will achieve our vision
4
How we gauge our degree of
success
Goals & Objectives
5
purpose for being, communicates the organization's reason for being, and how it aims to serve its key stakeholders.
Mission statement
6
based on that purpose, this is what we want to become is a future oriented declaration of the organization's purpose and aspirations.
Vision Statement
7
are the beliefs of an individual or group, and in this case the organization, in which they are emotionally invested.
Values
8
is about making choices: is the central, integrated, externally-oriented concept of how an organization will achieve its objectives
Strategy
9
sometimes called business planning, or strategic planning, have much in common, since formulation helps determine what the firm should do.
Strategy formulation
10
tells managers how they should go about putting the desired strategy into action.
Strategy Implementation
11
are outcome statements that define what an organization is trying to accomplish, both programmatically and organizationally.
are usually a collection of related programs, a reflection of major actions of the organization, and provide rallying points for managers.
Goals
12
are very precise, time-based, measurable actions that support the completion of a goal.
Objectives
13
an objective that has a greater chance of being accomplished than a general one. To set a specific Objective, you must answer the six "W"
• Who: Who is involved?
• What: What do I want to accomplish?
• Where: Identify a location.
• When: Establish a time frame.
• Which: Identify requirements and constraints.
• Why: Specific reasons, purpose or benefits of accomplishing the objective.
SPECIFIC
14
To determine whether your objective is measurable, ask questions such as: How much? How many? How will I know when it is accomplished
MEASURABLE
15
When you identify objectives that are most important to you, you begin to figure out ways you can make them come true. You develop the attitudes, abilities, skills, and financial capacity to reach them. You begin seeing previously overlooked opportunities to bring yourself closer to the achievement of your goals and objectives.
ATTAINABLE
16
objective must represent an objective toward which you are both willing and able to work.
• An objective can be both high and realistic; you are the only one who can decide just how high your objective should be. But be sure that every objective represents substantial progress.
REALISTIC
17
An objective should be grounded within a time frame. With no time frame tied to it, there's no sense of urgency. If you want to lose 10 pounds, when do you want to lose it by? "Someday" won't work. But if you anchor it within a time frame, "by May 1st," then you've set your unconscious mind into motion to begin working on the objective.
can also stand for Tangible.
TIMELY
18
is the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives.
ORGANIZING
19
level of the organization involves deciding how best to departmentalize, or cluster, jobs into departments to coordinate effort effectively.
ORGANIZING
20
refers to how individual and team work within an organization are coordinated. To achieve organizational goals and objectives, individual work needs to be coordinated and managed.
• is a valuable tool in achieving coordination, as it specifies reporting relationships (who reports to whom), delineates formal communication channels, and describes how separate actions of individuals are linked together.
ORGANIZATION STRUCTURE
21
ELEMENTS OF ORG STRUCTURE
CENTRALIZATION FORMALIZATION HIERARCHICAL LEVELS DEPARTMENTALIZATION
22
is the degree to which decision-making authority is concentrated at higher levels in an organization. In centralized companies, many important decisions are made at higher levels of the hierarchy, whereas in decentralized companies, decisions are made and problems are solved at lower levels by employees
• who are closer to the problem in question.
CENTRALIZATION
23
Is the extent to which an organization's policies, procedures, job descriptions, and rules are written and explicitly articulated.
Formalized structures are those in which there are many written rules and regulations.
FORMALIZATION
24
Keeping the size of the organization constant,
tall structures have several layers of management between frontline employees and the top level, while
flat structures consist of only a few layers. In tall structures, the number of employees reporting to each manager tends to be smaller, resulting in greater opportunities for managers to supervise and monitor employee activities. In contrast, flat structures involve a larger number of employees reporting to each
HIERARCHICAL LEVELS
25
• Organizations using functional structures group jobs based on similarity in functions. Such structures may have departments such as marketing, manufacturing, finance, accounting, human resources, and information technology.
• In organizations using divisional structures, departments represent the unique products, services, customers, or geographic locations the company is
DEPARTMENTALIZATION
26
2 CATEGORIES OF DEPARTMENTALIZATION
FUNCTIONAL STRUCTURE DIVISIONAL STRUCTURE
27
Is the extent to which an organization's policies, procedures, job descriptions, and rules are written and explicitly articulated. Formalized structures are those in which there are many written rules and regulations.
FUNCTIONAL STRUCTURE
28
represent the unique products, services, customers, or geographic locations the company is serving. Thus each unique product or service the company is producing will have its own department.
DIVISIONAL STRUCTURE
29
CONFIGURATIONS OF ORG STRUCTURE
MECHANISTIC STRUCTURES ORGANIC STRUCTURE
30
those that resemble a bureaucracy. These structures are highly formalized and centralized.
MECHANISTIC STRUCTURES
31
are flexible and decentralized, with low levels of formalization.
ORGANIC STRUCTURES
32
CONTEMPORARY FORMS OF ORGANIZATIONAL STRUCTURE ARE:
MATRIX ORGANIZATION
BOUNDARYLESS ORGANIZATIONS
LEARNING ORGANIZATION
TRUE
33
organizations have a design that combines a traditional functional structure with a product structure. Instead of completely switching from a product-based structure, a company may use a matrix structure to balance the benefits of product-based and traditional functional structures.
MATRIX ORGANIZATION
34
is a term coined by Jack Welch during his tenure as CEO of GE; it refers to an organization that eliminates traditional barriers between departments as well as barriers between the organization and the external environment
1. Modular organization, in which all nonessential functions are outsourced.
2. Strategic alliances constitute another form of boundaryless design. In this form, similar to a joint venture, two or more companies find an area of collaboration and combine their efforts to create a partnership that is beneficial for both parties.
BOUNDARYLESS ORGANIZATION
35
is one whose design actively seeks to acquire knowledge and change behavior as a resultof the newly acquired knowledge. In learning organizations, experimenting, learning new things, and reflecting on new knowledge are the norms.
• Learning organizations are also good at learning from experience— their own or a competitor's. To learn from past mistakes, companies conduct a thorough analysis of them.
• By using these techniques, learning organizations facilitate innovation and make it easier to achieve organizational change.
Learning Organization
36
a system of shared assumptions, values. and beliefs that show people what is appropriate and inappropriate behavior
may be one of its strongest assets or its biggest liability.
In fact, it has been argued that organizations that have a rare and hard-to-imitate culture enjoy a competitive advantage (Barney, 1986).
ORGANIZATIONAL CULTURE
37
are flexible, adaptable, and experiment with new ideas.
Innovative cultures
38
value competitiveness and outperforming competitors; by emphasizing this, they often fall short in corporate social responsibility.
Aggressive cultures
39
as those that emphasize achievement, results, and action as important values.
Outcome-oriented cultures
40
are predictable, rule-oriented, and bureaucratic. When the environment is stable and certain, these cultures may help the organization to be effective by providing stable and constant levels of output
Stable cultures
41
value fairness, supportiveness, and respecting individual rights. In these organizations, there is a greater emphasis on and expectation of treating people with respect and dignity
People-oriented cultures
42
are collaborative and emphasize cooperation among employees.
Team-oriented culture
43
is, a culture in which most employees in the organization show consensus regarding the values of the company
Strong culture
44
are characterized in the OCP framework as emphasizing precision and paying attention to details.
Detail-oriented culture
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問題一覧
1
Mission Statement:
*Who we are *What we value
2
Vision Statement:
*What we want to become
3
Strategy
*How we will achieve our vision
4
How we gauge our degree of
success
Goals & Objectives
5
purpose for being, communicates the organization's reason for being, and how it aims to serve its key stakeholders.
Mission statement
6
based on that purpose, this is what we want to become is a future oriented declaration of the organization's purpose and aspirations.
Vision Statement
7
are the beliefs of an individual or group, and in this case the organization, in which they are emotionally invested.
Values
8
is about making choices: is the central, integrated, externally-oriented concept of how an organization will achieve its objectives
Strategy
9
sometimes called business planning, or strategic planning, have much in common, since formulation helps determine what the firm should do.
Strategy formulation
10
tells managers how they should go about putting the desired strategy into action.
Strategy Implementation
11
are outcome statements that define what an organization is trying to accomplish, both programmatically and organizationally.
are usually a collection of related programs, a reflection of major actions of the organization, and provide rallying points for managers.
Goals
12
are very precise, time-based, measurable actions that support the completion of a goal.
Objectives
13
an objective that has a greater chance of being accomplished than a general one. To set a specific Objective, you must answer the six "W"
• Who: Who is involved?
• What: What do I want to accomplish?
• Where: Identify a location.
• When: Establish a time frame.
• Which: Identify requirements and constraints.
• Why: Specific reasons, purpose or benefits of accomplishing the objective.
SPECIFIC
14
To determine whether your objective is measurable, ask questions such as: How much? How many? How will I know when it is accomplished
MEASURABLE
15
When you identify objectives that are most important to you, you begin to figure out ways you can make them come true. You develop the attitudes, abilities, skills, and financial capacity to reach them. You begin seeing previously overlooked opportunities to bring yourself closer to the achievement of your goals and objectives.
ATTAINABLE
16
objective must represent an objective toward which you are both willing and able to work.
• An objective can be both high and realistic; you are the only one who can decide just how high your objective should be. But be sure that every objective represents substantial progress.
REALISTIC
17
An objective should be grounded within a time frame. With no time frame tied to it, there's no sense of urgency. If you want to lose 10 pounds, when do you want to lose it by? "Someday" won't work. But if you anchor it within a time frame, "by May 1st," then you've set your unconscious mind into motion to begin working on the objective.
can also stand for Tangible.
TIMELY
18
is the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives.
ORGANIZING
19
level of the organization involves deciding how best to departmentalize, or cluster, jobs into departments to coordinate effort effectively.
ORGANIZING
20
refers to how individual and team work within an organization are coordinated. To achieve organizational goals and objectives, individual work needs to be coordinated and managed.
• is a valuable tool in achieving coordination, as it specifies reporting relationships (who reports to whom), delineates formal communication channels, and describes how separate actions of individuals are linked together.
ORGANIZATION STRUCTURE
21
ELEMENTS OF ORG STRUCTURE
CENTRALIZATION FORMALIZATION HIERARCHICAL LEVELS DEPARTMENTALIZATION
22
is the degree to which decision-making authority is concentrated at higher levels in an organization. In centralized companies, many important decisions are made at higher levels of the hierarchy, whereas in decentralized companies, decisions are made and problems are solved at lower levels by employees
• who are closer to the problem in question.
CENTRALIZATION
23
Is the extent to which an organization's policies, procedures, job descriptions, and rules are written and explicitly articulated.
Formalized structures are those in which there are many written rules and regulations.
FORMALIZATION
24
Keeping the size of the organization constant,
tall structures have several layers of management between frontline employees and the top level, while
flat structures consist of only a few layers. In tall structures, the number of employees reporting to each manager tends to be smaller, resulting in greater opportunities for managers to supervise and monitor employee activities. In contrast, flat structures involve a larger number of employees reporting to each
HIERARCHICAL LEVELS
25
• Organizations using functional structures group jobs based on similarity in functions. Such structures may have departments such as marketing, manufacturing, finance, accounting, human resources, and information technology.
• In organizations using divisional structures, departments represent the unique products, services, customers, or geographic locations the company is
DEPARTMENTALIZATION
26
2 CATEGORIES OF DEPARTMENTALIZATION
FUNCTIONAL STRUCTURE DIVISIONAL STRUCTURE
27
Is the extent to which an organization's policies, procedures, job descriptions, and rules are written and explicitly articulated. Formalized structures are those in which there are many written rules and regulations.
FUNCTIONAL STRUCTURE
28
represent the unique products, services, customers, or geographic locations the company is serving. Thus each unique product or service the company is producing will have its own department.
DIVISIONAL STRUCTURE
29
CONFIGURATIONS OF ORG STRUCTURE
MECHANISTIC STRUCTURES ORGANIC STRUCTURE
30
those that resemble a bureaucracy. These structures are highly formalized and centralized.
MECHANISTIC STRUCTURES
31
are flexible and decentralized, with low levels of formalization.
ORGANIC STRUCTURES
32
CONTEMPORARY FORMS OF ORGANIZATIONAL STRUCTURE ARE:
MATRIX ORGANIZATION
BOUNDARYLESS ORGANIZATIONS
LEARNING ORGANIZATION
TRUE
33
organizations have a design that combines a traditional functional structure with a product structure. Instead of completely switching from a product-based structure, a company may use a matrix structure to balance the benefits of product-based and traditional functional structures.
MATRIX ORGANIZATION
34
is a term coined by Jack Welch during his tenure as CEO of GE; it refers to an organization that eliminates traditional barriers between departments as well as barriers between the organization and the external environment
1. Modular organization, in which all nonessential functions are outsourced.
2. Strategic alliances constitute another form of boundaryless design. In this form, similar to a joint venture, two or more companies find an area of collaboration and combine their efforts to create a partnership that is beneficial for both parties.
BOUNDARYLESS ORGANIZATION
35
is one whose design actively seeks to acquire knowledge and change behavior as a resultof the newly acquired knowledge. In learning organizations, experimenting, learning new things, and reflecting on new knowledge are the norms.
• Learning organizations are also good at learning from experience— their own or a competitor's. To learn from past mistakes, companies conduct a thorough analysis of them.
• By using these techniques, learning organizations facilitate innovation and make it easier to achieve organizational change.
Learning Organization
36
a system of shared assumptions, values. and beliefs that show people what is appropriate and inappropriate behavior
may be one of its strongest assets or its biggest liability.
In fact, it has been argued that organizations that have a rare and hard-to-imitate culture enjoy a competitive advantage (Barney, 1986).
ORGANIZATIONAL CULTURE
37
are flexible, adaptable, and experiment with new ideas.
Innovative cultures
38
value competitiveness and outperforming competitors; by emphasizing this, they often fall short in corporate social responsibility.
Aggressive cultures
39
as those that emphasize achievement, results, and action as important values.
Outcome-oriented cultures
40
are predictable, rule-oriented, and bureaucratic. When the environment is stable and certain, these cultures may help the organization to be effective by providing stable and constant levels of output
Stable cultures
41
value fairness, supportiveness, and respecting individual rights. In these organizations, there is a greater emphasis on and expectation of treating people with respect and dignity
People-oriented cultures
42
are collaborative and emphasize cooperation among employees.
Team-oriented culture
43
is, a culture in which most employees in the organization show consensus regarding the values of the company
Strong culture
44
are characterized in the OCP framework as emphasizing precision and paying attention to details.
Detail-oriented culture