Deneme Sınavı Soruları

Maintain stability and flexibility 

Moderate level of centralization

Innovation and creativity for new products with looser controls 

Efficient production processes for existing products with tight cost control 

Open culture

flexible manufacturing systems

lean manufacturing

just-in-time inventory system

R&D efforts directed to innovations

R&D efforts directed to operational processes

I and II

I and III

II and III

III and IV

II, III and IV

Acquisition of suppliers

Founding joint ventures with the critical firms

Joinin trade associations

Lobbying

Upgrading processes

Task environment includes the sectors that have a direct impact on an organisation’s ability to achieve its goals.

State is not an important sector that organisations should take into account.

Determination of the sectors that have priority can be left vague while dealing with structural arrangements in organisations

There is no link between the characteristic of task environment and the features of the business conducted by an organisation.

Traditionally, organisational environment is defined as a few elements outside the organisational boundaries.

The M-form

The matrix form

The simple form

The C-form

The U-form

I, II & III.

Only I.

I & III.

I, II & IV.

Only IV.

Frederick Winslow Taylor

Elton Mayo

Henry Gantt

Henri Fayol

James Mooney

Professional bureaucracy

Adhocracy

Machine bureaucracy

Simple structure

Configuration

interest in external factors

focus on minimum efficiency

employees as permanent members

interest in the human side of the organization

focus on defining an economic man

Goals and Strategies

Organizational Technology

Environment

Organization Culture

Formalization

Only I.

I, II & III.

II & IV.

I, III & IV.

Only IV.

The fundamental problem of these organizations is operating efficiency and achievement of maximum gain at minimum cost for further survival and growth in competition with other organization.

Members of these organizations begin shaping them from the very beginning of their establishment.

Facebook, HSBC Bank, IBM, General Motors, Turkish Airlines are examples of these organizations.

Many service organizations are formed not for profit but for offering services to customers in the relevant community.

The motivator of these organizations is not profit.

The social structures

The organization theory

The human resources

Service organizations

Contingency theory

Conglomerate

Backward integration

Transaction costs

Related Diversification

Unrelated diversification

It includes independent companies along the value chain form temporary alliances from among a large pool of potential partners

It consists of a large core company creates market-based linkages to a limited set of partners.

It exists within a space that is not bound by the legal and physical structures that define a conventional organization.

It resembles a kind of the form of business group in which sister companies do business with each other in market term

It is dominant in the industries where production cycle times are relatively short such as the movie, garment, and construction industries.

Control

Organizational design

Reward

Coordination

Departmentalization

Contingency theory

Resource dependency theory

General systems theory

Holism

Population ecology theory

Globalization

Intense competition

Digitalization

Social responsibility

Innovation

Unit technologies

Mediating technologies 

Long-linked technologies

Mass production technologies

Intensive technologies