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D072 Section 2
Organizational Values and Functions
| Question | Answer |
|---|---|
| manager | an individual responsible for planning, organizing, leading, and controlling an organization's resources and personnel to achieve specific goals and objectives while ensuring effective teamwork and performance |
| leader | someone who influence, inspires, motivates, and guides others toward a common goal |
| individual contributor | an employee who focuses on their own work and responsibilities rather than managing or leading others |
| interpersonal management style | management style of building relationships, communication, role modeling, evaluating, and motivating employees |
| informational management style | management style of gathering, analyzing, and sharing business information to prioritize and implement strategies |
| decisional management style | management style of making decisions, allocating resources, negotiating, and planning for strategy execution |
| Human Resources Department | HR department deals with all employee-related issues, including recruitment and onboarding, labor laws compliance, and payroll compensation and benefits, internal relations, training and development and safety and maintenance. |
| Information Technology | The IT department carries out the following functions in an organization including oversight, infrastructure, functionality. Additionally, it deals with the ethical concerns including privacy considerations, security measures and access to data. |
| Marketing | This department carries out the customer and market research, target market identification, branding and advertising. Additionally, it deals with the ethical concerns including data collection and privacy policies relating to customer information. |
| Research and development | he R&D department functions include product improvisation and new product development (NPD). Additionally, it deals with the ethical concerns to include product integrity, compliance to regulatory standards and environment stewardship concerns. |
| Accounting and Finance | The accounting and finance department functions include accounts payable, accounts receivable and revenue tracking, payroll and taxes and financial reporting and controls. It oversees ethical concerns, fiscal transparency and state and federal filings. |
| Process Management | It refers to management's initiative to design work processes so they align with the organization's strategic goals and involves analyzing, optimizing, and monitoring business processes to improve business performance. |
| Relationship Management | Relationship management initiatives are aimed at maintaining relationships between the business and its stakeholders. |
| Technical management skills | Knowledge of tools, procedures, and techniques to handle challenges, offer solutions, and improve processes. |
| Communication management skills | The ability to listen, understand team dynamics, build relationships, and handle conflicts through effective communication and negotiation. |
| Analysis management skills | These skills involve the ability to comprehend, visualize, and analyze abstract knowledge and concepts; change direction; and improve organizational performance. |
| Organizational Culture | The shared values, beliefs, and norms of an organization that affect the strategies and operating procedures of the business |
| Competing Values Framework (CVF) | A framework for assessing organizational culture and organizational dynamics |
| Internally focused culture | focused on “development, collaboration, integration of activities, and coordination” within the organization |
| Externally focused culture | focus will concentrate more on markets, technologies, competitors, and customers that are outside of the organization |
| Organizational structure | is the framework of the implemented culture where the culture dictates how the company should be structured. |
| mechanistic organizational structures | hierarchical, bureaucratic organizational structure characterized by (1) centralization of authority, (2) formalization of procedures and practices, and (3) specialization of functions |
| Organic organiational structures | characterized by (1) flatness: communications and interactions are horizontal, (2) low specialization: knowledge resides wherever it is most useful, and (3) decentralization: a great deal of formal and informal participation in decision-making |
| Clan culture | is flexible and internally focused. The working environment is friendly and team-oriented, and leaders often act as mentors. Participation and consensus are valued (e.g., small family-owned businesses). |
| Hierarchy culture | focuses on internal processes, clear structures, standardization, and efficiency. Stability and control are highly valued. (e.g., government agencies). |
| Market culture | Market: tends to be externally focused on competition and profits and is stable. Success is typically defined by meeting goals and market dominance (e.g., securities companies). |
| Adhocracy culture | Is externally focused and adaptable, responding quickly to changes in the outside environment. A dynamic, entrepreneurial, and creative workplace is prioritized, as well as supporting visionaries, growth and innovation (e.g., Google or Alphabet). |
| Attraction-selection-attrition (ASA) | is a theory that outlines how employees join and leave organizations based on three interrelated dynamic processes: attraction, selection, and attrition |
| Attraction | mechanism by which employees align and are drawn to organizations that match individual culture, preferences, and working style. |
| Selection | mechanism by which organizations choose employees for a specific role and/or fit. |
| Attrition | mechanism where those who do not fit in well are more likely to leave. Research indicates that person-organization misfit is one of the important reasons for employee turnover. |
| person–organization fit: | the degree to which a person’s values, personality, goals, and other characteristics match those of the organization |
| person–job fit | the degree to which a person’s skill, knowledge, abilities, and other characteristics match the job demands |
| subcultural | a group within a larger culture, with differing beliefs or interests that set them apart from the mainstream |
Created by:
nilsa.elias
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