Deneme Sınavı Soruları

Culture

Globalization

Organizational Culture

Artifacts

Mission

Selection

Identification

Acquisition

Innovation

Exploitation

I and II

I and III

II and III

II and IV

I and IV

Copyrights

Planning 

Patents

Trade Secrets

Trademarks

It is one of the organizational decision models

It was developed by Cyert, James March and Herbert Simon

Creators of the model adapted the notion of limited rationality to the decision behaviors of managers

This new model led to new opinions about organizational decisions.

It is based on the assumption that managers had all the information while deciding

I, III and IV

II, IV and V

I, II and IV

I, III and V

I, II, III, IV and V

I and II

III and IV

I, II, III

I, III, IV

II, III, IV

Ouichi's

Peter's

Cameron and Quin's

Handy's

Strategy design

Modelling

Database technology

Artificial intelligence

Technology management framework

Employees are not allowed to take risks.

Mistakes are never tolerated, they are punished.

Employees are prohibited to search for better alternatives on how job can be done.

All members of the organization are empowered and held accountable.

The overall mood of the work environment is profoundly pessimistic.

Countercultures have 100% opposite lifestyles, values, and norms relative to the organization.

Countercultures should be used to provide constructive criticism. 

I, II and III

I, III and V

I, III and IV

II, IV and V

All

Protection

Planning

Realization

Negotiation

Control

Flexibility with loose structure

Low degree of formalization

Open culture

Flexibility with loose structure

Extensive division of labor

I and II

I and III

II and III

I, II and III

III, IV and V

Vertical structure-routine tasks

Stable environment-formal systems

Competitive strategy-horizontal structure

Turbulent environment-collaborative strategy

Empowered roles-shared information

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.

Organisations are fast to respond to environmental changes.

Big and old organisations are better at meeting environmental demands.

Organisations become indifferent to external changes.

New organisations are always the best to adapt to environmental changes.

Old and small scale organisations are slow in responding to environmental changes.

Coordination

Control

Reward

Organizational design

Departmentalization

Early years of 18th century

Second half of the 18th century

Early years of 19th century

Second half of the 19th century

Late 20th century