Organizational Culture Quarter

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Organizational Structure Quarter (hereinafter, the Quarter) is the first of four lectures of Operations Quadrivium (hereinafter, the Quadrivium):

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.

Concepts

  1. Organization. A consciously coordinated social unit, composed of two or more legal entities, that functions on a relatively continuous basis to achieve a common goal or set of goals.
    • Organization. An autonomous unit within an enterprise under the management of a single individual or board, with a clearly defined boundary that works towards common goals and objectives. Organizations operate on a continuous basis, as opposed to an organizational unit or project team, which may be disbanded once its objectives are achieved.
    • Manufacturing organization. An organization that produces physical goods.
    • Service organization. An organization that produces nonphysical products in the form of services.
  2. Organizational structure. The formal arrangement of jobs within an organization.
    • Organizational structure. The way in which job tasks are formally divided, grouped, and coordinated.
    • Open innovation. Opening up the search for new ideas beyond the organization's boundaries and allowing innovations to easily transfer inward and outward.
    • Organization modeling. The analysis technique used to describe roles, responsibilities and reporting structures that exist within an organization.
  3. 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.
  4. Mechanistic model. A structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization.
  5. Organizational unit. Any recognized association of people in the context of an organization or enterprise.
  6. Organizational design. Creating or changing an organization's structure including identifying, documenting, and assigning project roles, responsibilities, and reporting relationships.
  7. Performing organization. The enterprise whose employees are most directly involved in doing the work of the project.
    • Functional organization. An organization structure in which staff are grouped hierarchically by specialty (e.g., production, marketing, engineering, and accounting at the top level; with engineering, further divided into mechanical, electrical, and others).
    • Projectized organization. Any organizational structure in which the project manager has full authority to assign priorities and to direct the work of individuals assigned to the project.
    • Matrix organization. Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of individuals assigned to the project.
  8. Organizational culture. A system of shared meaning held by members that distinguishes the organization from other organizations.
  9. Organizational survival. The degree to which an organization is able to exist and grow over the long term.
    • Sustainability. (1) An organization's ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies; (2) Organization practices that can be sustained over a long period of time because the tools or structures that support them are not damaged by the processes.
    • Institutionalization. A condition that occurs when an organization takes on a life of its own, apart from any of its members, and acquires immortality.
  10. Entrepreneurial venture. An organization that pursues opportunities, and characterized by innovative practices, and have growth and profitability as their main goals.
    • Self-employment. Individuals who work for profit or fees in their own business, profession, trade, or farm.
    • Licensing. An organization gives another organization the right to make or sell its products using its technology or product specifications.
    • Franchising. An organization gives another organization the right to use its name and operating methods.
    • 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.
    • Joint venture. A specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose.
    • Startup stage. The stage of development a startup company is in. There is no explicit rule for what defines each stage of a company, but startups tend to be categorized as seed stage, early stage, mid-stage, and late stage. Most venture capitalists' firms only invest in companies in one or two stages. Some firms, however, manage multiple funds geared toward different stage companies.

Roles

  1. Entrepreneur. “An entrepreneur is an individual who accepts financial risks and undertakes new financial ventures. The word derives from the French “entre” (to enter) and “prendre” (to take), and in a general sense applies to any person starting a new project or trying a new opportunity.” (Source: wiseGEEK)
  2. Intraprenuer. “Coined in the 1980s by management consultant Gifford Pinchot, intrapreneurs are used by companies that are in great need of new, innovative ideas. Today, instead of waiting until the company is in a bind, most companies try to create an environment where employees are free to explore ideas. If the idea looks profitable, the person behind it is given an opportunity to become an intrapreneur.” (Source: Investopedia) ‘Intrapreneurs’ hold many similar characteristics to ‘Entrepreneurs’ any may well leave their jobs to pursue a career as an entrepreneur. Companies seek out intrapreneurs to effect change within their organizations.
  3. Lead investor. A venture capital firm or individual investor that organizes a specific round of funding for a company. The lead investor usually invests the most capital in that round. Also known as "leading the round."

Methods

Instruments

  1. 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.
    • 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.
    • General partnership. A form of legal organization in which two or more business owners share the management and risk of the business.
    • Limited liability partnership. A form of legal organization in which consisting of general partner(s) and limited liability partner(s).
  2. Corporation. A legal business entity that is separate from its owners and managers.
  3. Limited liability company. A form of legal organization that's a hybrid between a partnership and a corporation.

Practices

The successor lecture is Resource Planning Quarter.

Materials

Recorded audio

Recorded video

Live sessions

Texts and graphics

See also