Mission Statement:

Vision Statement:

Strategy

How we gauge our degree of success

purpose for being, communicates the organization's reason for being, and how it aims to serve its key stakeholders.

based on that purpose, this is what we want to become is a future oriented declaration of the organization's purpose and aspirations.

are the beliefs of an individual or group, and in this case the organization, in which they are emotionally invested.

is about making choices: is the central, integrated, externally-oriented concept of how an organization will achieve its objectives

sometimes called business planning, or strategic planning, have much in common, since formulation helps determine what the firm should do.

tells managers how they should go about putting the desired strategy into action.

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.

are very precise, time-based, measurable actions that support the completion of a goal.

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.

To determine whether your objective is measurable, ask questions such as: How much? How many? How will I know when it is accomplished

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.

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.

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.

is the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives.

level of the organization involves deciding how best to departmentalize, or cluster, jobs into departments to coordinate effort effectively.

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.

ELEMENTS OF ORG STRUCTURE

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.

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.

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

• 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

2 CATEGORIES OF DEPARTMENTALIZATION

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.

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.

CONFIGURATIONS OF ORG STRUCTURE

those that resemble a bureaucracy. These structures are highly formalized and centralized.

are flexible and decentralized, with low levels of formalization.

CONTEMPORARY FORMS OF ORGANIZATIONAL STRUCTURE ARE: MATRIX ORGANIZATION BOUNDARYLESS ORGANIZATIONS LEARNING ORGANIZATION

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.

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.

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.

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).

are flexible, adaptable, and experiment with new ideas.

value competitiveness and outperforming competitors; by emphasizing this, they often fall short in corporate social responsibility.

as those that emphasize achievement, results, and action as important values.

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

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

are collaborative and emphasize cooperation among employees.

is, a culture in which most employees in the organization show consensus regarding the values of the company

are characterized in the OCP framework as emphasizing precision and paying attention to details.