Farahnaz individual task chapter 4-final
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This document discusses frameworks for understanding interorganizational relationships and organizational environments. It describes how businesses, governments, and nonprofits come together across sectors to address large, complex problems. Organizations must balance both technical and institutional dimensions, and they struggle for existence by competing for resources within their environment while also needing to conform to environmental expectations and norms. Frameworks examined include resource dependence theory, where organizations form partnerships to become more competitive and share scarce resources.
Farahnaz individual task chapter 4-final
- 2. A SYSTEM FORMED BY INTERACTION OF A COMMUNITY OF ORGANIZATIONS AND THEIR ENVIRONMENT BUSINESSES, GOVERNMENTS, AND NONPROFIT ORGANIZATIONS JOIN TOGETHER ACROSS SECTORS AND INDUSTRIES TO TACKLE HUG, COMPELING PROBLEMS OF MUTUAL INTEREST, ETC
- 4. ?VERTICAL AUTHORITY AND ACCOUNTABLE FOR BUSINESS RESULT ? PRIMARILY THROUGH DIRECT CONTROL OVER PEOPLE AND RESOURCES
- 5. ?DONT HAVE DIRECT AUTHORITY OVER HORIZONTAL COLLEAGUES ?HIGHLY FLEXIBLE AND PROACTIVE
- 7. ORGANIZATIONS TRY TO MINIMIZE THEIR DEPENDENCE ON OTHER ORGANIZATIONS FOR THE SUPPLY OF IMPORTANT RESOURCES AND TRY TO INFLUENCE THE ENVIRONMENT TO MAKE RESOURCES AVAILABLE
- 8. SUPPLY CHAIN MANAGEMENT: MANAGING THE SEQUENCE OF SUPPLIERS AND PURCHASERS, COVERING ALL STAGES OF PROCESSING FROM OBTAINING RAW MATERIALS TO DISTRIBUTING FINISHED GOODS TO CUSTOMERS
- 10. INDEPENDENT COMPANIES HAVE POWER OVER SMALL SUPPLIER
- 11. ALTERNATIVE RESOURCE-DEPENDENCE THEORY. COMPANIES JOIN TOGETHER TO BECOME MORE COMPETITIVE AND TO SHARE SCARCE RESOURCES
- 12. Traditional Orientation: Adversarial New Orientation: Partnership Suspicion, competition, arm¡¯s length Trust, addition of value to both sides, high commitment Detailed performance measures, closely monitored Loose performance measures; problems discussed Price, efficiency, own profits Equity, fair dealing, both profit Limited information and feedback Electronic linkages to share key information, problem feedback and discussion Legal resolution of conflict Mechanism for close coordination; people on site Minimal involvement and up-front investment, separate resources Involvement in partner¡¯s product design and production, shared resources Short-term contracts Long-term contracts Contract Limiting the relationship Business Assistance beyond the contract
- 13. - ORGANIZATIONAL DIVERSITY -ADAPTATION WITHIN POPOLATION OF ORGANIZATION -COMPETE SIMILAR RESOURCE OR SIMILAR CUSTOMERS
- 14. ORGANIZATIONAL FORM: ORGANIZATION¡¯S SPECIFIC TECHNOLOGY, STRUCTURE, PRODUCTS, GOALS AND PERSONNEL WHICH CAN BE SELECTED OR REJECTED BY THE ENVIRONMENT
- 15. VARIATION: THE APPEARANCE OF NEW, DIVERSE FORMS IN APOPULATION OF ORGANIZATIONS SELECTION: A NEW ORGANIZATIONAL FORM IS SUITED TO THE ENVIRONMENT AND CAN SURVIVE RETENTION: PRESERVATION AND INSTITUTIONALIZATION OF SELECTED ORGANIZATION
- 17. STRUGGLE FOR EXISTENCE ORGANIZATIONS AND POPULATIONS OF ORGANIZATIONS ARE ENGAGED IN A COMPETITIVE STRUGGLE OVER RESOURCES TO SURVIVE
- 18. ORGANIZATIONS SURVIVE AND SUCEED THROUGH CONGRUENCE BETWEEN AN ORGANIZATIONS AND THE EXPECTATION FROM ITS ENVIRONMENT
- 19. THE INSTITUTIONAL VIEW ALSO SEES ORGANIZATIONS HAVING TWO ESSENTIAL DIMENSIONS-TECHNICAL AND INSTITUTIONAL
- 20. Mimetic Coercive Normative Reason to become similar: Uncertainty Dependence Duty, Obligation Events: Innovation visibility Political law, rules, sanctions Professionalism- certificate, accreditation Social basis: Culturally supported Legal Moral Example: Reeingeneering, benchmarking Pollution controls, school regulation Accounting standards, consultant training