Deneme Sınavı Soruları

System theory

Bureaucratic theory

Scientific management theory

School of management principles

Behavioral school

Studies on organizational theory mainly emerged in the second half of the 20^th century.

The aim of organizational theory studies is to design static structured organizations.

Organization theory only supports the technical aspects of supply chain and business systems integration.

Today only organizational theorists elaborate on organizations to understand and explain them.

The way information flows through the organization affects work processes
and outcomes.

Flexibility or learning orientation

Decentralization of authority

High degree of standardization

Strong R&D capabilities

Innovation, creativity and risk taking

Informal aspects of organizations

Organization’s environment

Efficiency and productivity

Human relations within organizations

Emotional characteristics of the employees

Frederick Winslow Taylor

Henry Gantt

Peter F. Drucker

Henri Fayol

James Mooney

Contingency Theorists—They were more interested in the societal influences in an organisation.

Institutional Theorists—They underlined the significance of technical aspects of a given environment.

Institutional Theorists—They ignored the decisive role of powerful institutional forces.

Population Ecology Theorists—They explained environmental dynamics through revolutional history.

Resource Dependency Theorists—They emphasised importance of managing demands of multiple interest groups.

I, II and III

I, IV and V

II, III and IV

II, III and IV

I, II, III, IV and V

Organizations as Cultures: By this metaphor, organizations relations with their surrounding is emphasized and their taking shape as a result of expectations and demands is expressed.

Organizations as Brains: Learning and sharing information and knowledge are the basic concepts of this metaphor, which emphasizes that organizations also learn from their surroundings just like human beings.

Organizations as Instruments of Domination: This metaphor is about the inclusion of organizations in the clash of power and interests and their resting some activities on political moves they make to find funding.

Organizations as Political Systems: Organizations are institutions in which people are alienated, oppressed and exploited, and they have to comply with corporate interests. Marxist studies explain this perspective.

Organizations as Organisms: Organizations formed by individuals coming together make those individuals create some values and gather around them. The common goal, vision, and values shared by individuals forming the organizations are defined by social constructionism using this metaphor.

Behavioral School

Contingency Theory

Management School

Commonwealth Organization

Organization Theory

Unit technologies

Long-linked technologies

Mass production technologies

Intensive technologies

Mediating technologies

Business-Level Strategy is formulated for the overall organization and often deals with the selection of which business domain or markets the firm is to compete in.

Corporate-Level Strategy concerns with the competitive aspect of a firm’s products or services in its industry or market segment.

Corporate-Level Strategy is formulated for the overall organization and often deals with the selection of which business domain or markets the firm is to compete in.

Corporate-Level Strategy concerns with developing distinctive competencies by functional areas or departments as well as their ability to coordinate among various departments to provide competitive advantage.

Functional-Level Strategy concerns with the competitive aspect of a firm’s products or services in its industry or market segment.

Simple form

Matrix form

Functional form

M-form 

U-form

Acquisition of suppliers.

Developing long term contracts with the critical suppliers.

Founding joint ventures with the critical firms in terms of resource flow.

Interlocking directorates – to assign some members of board of directors to the supplier firms’ boards.

Not participating in any trade associations.

I and II

I and III

II and III

I, II and III

III, IV and V

I and II

I and III

I, II and V

II, III and V

I, II, III and IV

It offers bonus-based incentives and/or profit sharing as the incentive system.

It practices flat hierarchy.

It includes HRM and/or cultural control.

It includes a low degree of specialization.

It is necessary for the environments characterized by relative stability.

Educational institutions

Political parties

Hospitals

Animal protection associations

Environment protection associations

Organizations as Machines

Organizations as Organisms

Organizations as Brains

Organizations as Cultures

Organizations as Political Systems

Formalization

Specialization

The hierarchy of authority

Technology

Personnel ratios

It is very difficult to predict the future and to organize internal activities accordingly under stable environmental conditions.

Organizations operating in a stable environment mostly adopt a structural design that encourages creativity and innovation.

Principles of classical management are most fit with the organizations operating in an unstable environment.

Applying written rules, guidelines and instructions to employees is most appropriate for organizations operating in an unstable environment.

For organizations operating in a stable environment, achieving maximum efficiency is a prerequisite to survive.