Organizational Culture Quarter

Enterprise Architecture Quarter (hereinafter, the Quarter) is the first of four lectures of Operations Quadrivium (hereinafter, the Quadrivium):

• The Quarter is designed to introduce its learners to enterprise discovery, or, in other words, to concepts related to obtaining data needed to administer the enterprise effort; and
• The Quadrivium examines concepts of administering various types of enterprises known as enterprise administration as a whole.

The Quadrivium is the first of seven modules of Septem Artes Administrativi, which is a course designed to introduce its learners to general concepts in business administration, management, and organizational behavior.

Outline

The predecessor lecture is Business Intelligence Quarter.

1. Enterprise. (a) An endeavor undertaken in order to create something or develop somebody, or (b) an undertaking that includes several endeavors and may or may not represent an entire business or organization. The enterprise assumes some level of enterprise effort.
   • Legal entity. Any entity such as an legally-adult individual or a corporation to which the law grants property rights and responsibilities. Particularly, the rights include capacity to buy and sell, enter into agreements or contracts, assume obligations, incur and pay debts, sue and be sued, as well as be held responsible for its actions.
   • Business. Either an individual's regular occupation, profession, or trade, or the practice of making one's profit by engaging in commerce.
2. Enterprise administration. Practice and a set of concepts, based on that practice, that define culture of administering all enterprise efforts from identifying opportunities and up to getting of all enterprise outputs.
   • Administration. The process or activity of running a business, organization, etc. or the officials who executive that process or activity.
   • DADI (or DADI pattern). The enterprise development pattern that divides enterprise administration in four batches: Discovery (D), Analysis (A), Design (D), and Implementation (I). Although the batches tend to be both consecutive and complete, this statement is rarely true. Most frequently, Discovery can occur at any time and the newly discovered data re-starts the process.
3. Corporate strategy. An organizational strategy that determines what businesses a company is in or wants to be in, and what it wants to do with those businesses.
   • Growth strategy. A corporate strategy that's used when an organization wants to expand the number of markets served or products offered, either through its current business(es) or through new business(es).
   • Innovation strategy. A strategy that emphasizes the introduction of major new products and services.
   • Stability strategy. A corporate strategy in which an organization continues to do what it is currently doing.
   • Cost-minimization strategy. A strategy that emphasizes tight cost controls, avoidance of unnecessary innovation or marketing expenses, and price cutting.
   • Imitation strategy. A strategy that seeks to move into new products or new markets only after their viability has already been proven.
   • Renewal strategy. A corporate strategy designed to address declining performance.
   • Functional strategy. A strategy used by an organization's various functional departments to support the competitive strategy.
   • Harvesting. Exiting a venture when an entrepreneur hopes to capitalize financially on the investment in the future.

• Small business. An organization that is independently owned, operated, and financed; has fewer than 100 employees; doesn't necessarily engage in any new or innovative practices; and has relatively little impact on its industry.
• Unity of command. The idea that a subordinate should have only one superior to whom he or she is directly responsible.
• Unity of command. The management principle that each person should report to only one manager.
• Traditional goal-setting. An approach to setting goals in which top managers set goals that then flow down through the organization and become subgoals for each organizational area.
• Virtual organization. An organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects.
• Virtual structure. A small, core organization that outsources major business functions.
• Organic model. A structure that is flat, uses cross-hierarchical and cross-functional teams, has low formalization, possesses a comprehensive information network, and relies on participative decision making.
• Organic organization. An organization with organizational structure that's highly adaptive and flexible.
• Departmentalization. The basis by which jobs are grouped together.
• Departmentalization. The basis by which jobs in an organization are grouped together.
• Corporate social responsibility. An organization's self-regulated actions to benefit society or the environment beyond what is required by law.
• Bureaucracy. A form of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.
• Bureaucracy. An organizational structure with highly routine operating tasks achieved through specialization, very formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control, and decision making that follows the chain of command.
• Boundaryless organization. An organization whose organizational structure is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure.
• Corporation. A legal business entity that is separate from its owners and managers.
• Closely held corporation. A corporation owned by a limited number of people who do not trade the stock publicly.
• Circular structure. An organizational structure in which executives are at the center, spreading their vision outward in rings grouped by function (managers, then specialists, then workers).
• Divisional structure. An organizational structure made up of separate, semi-autonomous units or divisions.
• Divisional structure. An organizational structure that groups employees into units by product, service, customer, or geographical market area.
• Entrepreneurial venture. An organization that pursues opportunities, and characterized by innovative practices, and have growth and profitability as their main goals.
• Functional structure. An organizational structure that groups employees by their similar specialties, roles, and tasks.
• Functional structure. An organizational structure that groups together similar or related occupational specialties.
• Foreign subsidiary. Directly investing in a foreign country by setting up a separate and independent production facility or office.
• Franchising. An organization gives another organization the right to use its name and operating methods.
• General partnership. A form of legal organization in which two or more business owners share the management and risk of the business.
• Global company. A multinational corporation that centralizes management and other decisions in the home country.
• Initial public offering. The first public registration and sale of a company's stock.
• Joint venture. A specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose.
• Limited liability company. A form of legal organization that's a hybrid between a partnership and a corporation.
• Limited liability partnership. A form of legal organization in which consisting of general partner(s) and limited liability partner(s).
• Lean organization. An organization that understands what customers want, identifies customer value by analyzing all activities required to produce products, and then optimizes the entire process from the customer's perspective.
• Learning organization. An organization that has developed the continuous capacity to adapt and change.
• Licensing. An organization gives another organization the right to make or sell its products using its technology or product specifications.
• Multidomestic corporation. A multinational corporation that decentralizes management and other decisions to the local country.
• Multinational corporation. A broad term that refers to any and all types of international companies that maintain operations in multiple countries.
• Matrix structure. An organizational structure that assigns specialists from different functional departments to work on one or more projects.
• Matrix structure. An organizational structure that creates dual lines of authority and combines functional and product departmentalization.
• Mechanistic model. A structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization.
• Mechanistic organization. An organization with organizational structure that's rigid and tightly controlled.
• Operating agreement. The document that outlines the provisions governing the way a limited liability company will conduct business.
• Organizational chart. The visual representation of an organization's structure.
• Organizational design. Creating or changing an organization's structure.
• Organizational structure. The formal arrangement of jobs within an organization.
• Organizational structure. The way in which job tasks are formally divided, grouped, and coordinated.
• Organizational subculture. A miniculture within an organization, typically defined by department designations and geographical separation.
• Sole proprietorship. A form of legal organization in which the owner maintains sole and complete control over the business and is personally liable for business debts.
• Simple structure. An organizational structure characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization.
• Simple structure. An organizational structure with little departmentalization, wide spans of control, centralized authority, and little formalization.
• Open innovation. Opening up the search for new ideas beyond the organization's boundaries and allowing innovations to easily transfer inward and outward.
• Organizational plan. A document that outline how organizational goals are going to be met.
• Team structure. An organizational structure in which the entire organization is made up of work teams.
• Team structure. An organizational structure that replaces departments with empowered teams, and which eliminates horizontal boundaries and external barriers between customers and suppliers.
• Project structure. An organizational structure in which employees continuously work on projects.
• S corporation. A specialized type of corporation that has the regular characteristics of a C corporation, but is unique in that the owners are taxed as a partnership as long as certain criteria are met.
• Strategic alliance. A partnership between an organization and foreign company partner(s) in which both share resources and knowledge in developing new products or building production facilities.
• Transnational organization (or borderless organization). A multinational corporation in which artificial geographical barriers are eliminated.
• Self-employment. Individuals who work for profit or fees in their own business, profession, trade, or farm.

The successor lecture is Organizational Culture Quarter.