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journal article
American Sociological Review
Vol. 13, No. 1 [Feb., 1948]
, pp. 25-35 [11 pages]
Published By: American Sociological Association
//doi.org/10.2307/2086752
//www.jstor.org/stable/2086752
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Journal Information
The official flagship journal of the American Sociological Association [ASA], American Sociological Review [ASR] publishes works of interest to the discipline in general, new theoretical developments, results of research that advance our understanding of fundamental social processes, and important methodological innovations. All areas of sociology are welcome. Emphasis is on exceptional quality and general interest. Published bi-monthly in February, April, June, August, October, and December. Information about subscriptions, article submissions, and advertising rates: //www.asanet.org/journals/asr/
Publisher Information
American Sociological Association Mission Statement: Serving Sociologists in Their Work Advancing Sociology as a Science and Profession Promoting the Contributions and Use of Sociology to Society The American Sociological Association [ASA], founded in 1905, is a non-profit membership association dedicated to advancing sociology as a scientific discipline and profession serving the public good. With over 13,200 members, ASA encompasses sociologists who are faculty members at colleges and universities, researchers, practitioners, and students. About 20 percent of the members work in government, business, or non-profit organizations. As the national organization for sociologists, the American Sociological Association, through its Executive Office, is well positioned to provide a unique set of services to its members and to promote the vitality, visibility, and diversity of the discipline. Working at the national and international levels, the Association aims to articulate policy and impleme nt programs likely to have the broadest possible impact for sociology now and in the future.
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American Sociological Review © 1948 American Sociological Association
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management a practical introduction
| managers must report and justify work results to the managers above them | accountability |
| assumes that the most effective cultures help organizations anticipate and adapt to environment changes | adaptive perspective |
| has an external focus and values flexibility | adhocracy culture |
| is the non-bureaucratic stage, the stage in which the organization is created | birth stage |
| important decisions are made by higher-level managers | centralized authority |
| has an internal focus and values flexibility rather than stability and control | clan culture |
| unifies employees or members and gives everyone an understanding of the organization's reason for being | common purpose |
| the process of fitting the organization to its environment | contingency design |
| the coordination of individual efforts into a group or organization-wide effort | coordinated effort |
| tend to group activities around common customers or clients | customer division |
| important decisions are made by middle-level and supervisory-level managers | decentralized authority |
| is the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy | delegation |
| AKA work specialization is the arrangement of having discrete parts of a task done by different people | division of labor |
| people with diverse occupational specialties are put together in formal groups by similar products or services, customers or clients, or geographic | divisional structure |
| which represent the values and norms actually exhibited in the organization | enacted values |
| are the explicitly stated values and norms preferred by an organization | espoused values |
| assumes that an organization's culture must align, or fit with its business or strategic context | fit perspective |
| people with similar occupational specialties are put together in formal groups | functional structure |
| group activities around defined regional location | geographic divisions |
| is a person whose accomplishments embody the value of the organization | hero |
| or chain of command is a control mechanism for making sure the right people do the right things at the right time | hierarchy of authority |
| is the tendency of the parts of an organization to draw together to achieve a common puropse | integration |
| have authority to make decisions and usually have people reporting to them | line managers |
| has a strong external focus and values stability and control | market culture |
| an organization combines functional and divisional chains of command in a grid so that there are two command structures-vertical and horizontal | matrix structure |
| the organization becomes very bureaucratic, large, and mechanistic | maturity stage |
| authority is centralized, tasks and rules are clearly specified, and employees are closely supervised | mechanistic organization |
| the organization becomes bureaucratic, a period of growth evolving into stability | midlife stage |
| a firm assembles product chunks, or modules, provides by outside contractors | modular structure |
| sixth type of organization structure, whereby a central core is linked to outside independent firms by computer connections, which are used to operate as if all were a single organization | network structure |
| authority is decentralized, there are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks | organic organization |
| is a system of consciously coordinated activities or forces of two or more people | organization |
| is a box-and-lines illustration showing the formal lines of authority and the organization's official positions or work specializations | organization chart |
| sometimes called corporate culture, is a system of shared beliefs and values that develops within an organization and guides the behavior of its members | organizational culture |
| has a natural sequence of stages: birth, youth, midlife, and maturity | organizational life cycle |
| is a formal system of task and reporting relationships that coordinate and motivates an organization members so that they can work together to achieve the organization's goals | organizational structure |
| group activities around similar products or services | product division |
| is the obligation you have to perform the tasks assigned to you | responsibility |
| are the activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization's life | rites and rituals |
| has authority centralized in a single person, a flat hierarchy, few rules, and low work specialization | simple structure |
| refers to the number of people reporting directly to a given manager | span of control [management] |
| have authority functions they provide advice, recommendations, and research to line managers | staff personnel |
| is a narrative based on true events, which is repeated-and sometimes embellished upon-to emphasize a particular value | story |
| assumes that the strength of a corporate culture is related to a firm's long-term financial performance | strength perspective |
| is an object, act, quality, or event that conveys meaning to others | symbol |
| teams or work-groups, either temporary or permanent, are used to improve horizontal throughout the organization | team-based structure |
| in which an employee should report to no more than one manager | unity of command |
| the organization is in a prebureuaratic stage, a stage of growth and expansion | youth stage |
| refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources | authority |
| is the tendency of the parts of an organization to disperse and fragment | differentiation |
| has an internal focus and values stability and control over flexibility | hierarchy culture |