Determinants of Interorganizational
Relationships
Scientific Management - Decisions based on scientific study of individual situations
Administrative Principles - Focuses on the design and functioning of the organization as a
whole
Bureaucratic Organization - Emphasizes impersonal, rational management with defined
authority and responsibility
Corporate Culture - Flexible approaches to organization design in the 1980s
Hawthorne Studies - Positive treatment of employees enhances motivation and productivity
Contingency - Dependence of one thing on other factors
Globalization - Rapid tech advancements and global interdependence
Outsourcing - External firms in low-wage countries doing work for less cost
Sustainability and Ethics - Consideration of impact on employees, customers, and the
environment
Speed of Responsiveness - Quick and decisive response to environmental changes and crises
Digital Workplace - Technology-driven work environment
Diversity - Operating on a global playing field with changing customer base
Big Data Analytics - Technology for examining massive data sets to find patterns
Open System - Interacts with the environment to survive and exchange resources
Closed System - Autonomous and sealed off from the outside world
Centralization - Authority concentrated near the top of the organizational hierarchy
Decentralized - Decision-making authority pushed down to lower levels
Task - Narrowly defined work assigned to a person
Role - Involves discretion and responsibility
, Formal Systems - Manage information, guide communication, and detect deviation formally
Informal Systems - Informal communication and information sharing
Vertical Communication - Up and down communication in mechanistic organizations
Horizontal Communication - Emphasizes lateral communication in organic organizations
Organizational Configuration - Henry Mintzberg's model with five parts: Top, Middle, Tech
support, Admin staff, Technical Core
Structural Dimensions - Labels describing internal characteristics of an organization for
comparison
Contextual Dimensions - Characterize the whole organization including size, technology,
culture, and goals
Environmental Domain - Elements outside the organization that can affect it
Task Environment - Sectors directly impacting the organization's goals
General Environment - Indirectly influences the organization's operations
Environmental Complexity - Heterogeneity of external elements relevant to an organization's
operations
Environmental Uncertainty - Framework for assessing uncertainty based on complexity and
stability
Business Intelligence - Systematic collection and analysis of information to aid decision-
making
Competitive Intelligence - Systematic analysis of public information about rivals for better
decisions
Organizational Differentiation - Differences in cognitive and emotional orientations among
managers
Integration - Quality of collaboration among departments
Formal Integrators - Needed to coordinate departments within an organization
Organic Management - Looser, adaptive structure in rapidly changing environments
Mechanistic Management - Characterized by rules, procedures, and clear hierarchy in stable
environments
Relationships
Scientific Management - Decisions based on scientific study of individual situations
Administrative Principles - Focuses on the design and functioning of the organization as a
whole
Bureaucratic Organization - Emphasizes impersonal, rational management with defined
authority and responsibility
Corporate Culture - Flexible approaches to organization design in the 1980s
Hawthorne Studies - Positive treatment of employees enhances motivation and productivity
Contingency - Dependence of one thing on other factors
Globalization - Rapid tech advancements and global interdependence
Outsourcing - External firms in low-wage countries doing work for less cost
Sustainability and Ethics - Consideration of impact on employees, customers, and the
environment
Speed of Responsiveness - Quick and decisive response to environmental changes and crises
Digital Workplace - Technology-driven work environment
Diversity - Operating on a global playing field with changing customer base
Big Data Analytics - Technology for examining massive data sets to find patterns
Open System - Interacts with the environment to survive and exchange resources
Closed System - Autonomous and sealed off from the outside world
Centralization - Authority concentrated near the top of the organizational hierarchy
Decentralized - Decision-making authority pushed down to lower levels
Task - Narrowly defined work assigned to a person
Role - Involves discretion and responsibility
, Formal Systems - Manage information, guide communication, and detect deviation formally
Informal Systems - Informal communication and information sharing
Vertical Communication - Up and down communication in mechanistic organizations
Horizontal Communication - Emphasizes lateral communication in organic organizations
Organizational Configuration - Henry Mintzberg's model with five parts: Top, Middle, Tech
support, Admin staff, Technical Core
Structural Dimensions - Labels describing internal characteristics of an organization for
comparison
Contextual Dimensions - Characterize the whole organization including size, technology,
culture, and goals
Environmental Domain - Elements outside the organization that can affect it
Task Environment - Sectors directly impacting the organization's goals
General Environment - Indirectly influences the organization's operations
Environmental Complexity - Heterogeneity of external elements relevant to an organization's
operations
Environmental Uncertainty - Framework for assessing uncertainty based on complexity and
stability
Business Intelligence - Systematic collection and analysis of information to aid decision-
making
Competitive Intelligence - Systematic analysis of public information about rivals for better
decisions
Organizational Differentiation - Differences in cognitive and emotional orientations among
managers
Integration - Quality of collaboration among departments
Formal Integrators - Needed to coordinate departments within an organization
Organic Management - Looser, adaptive structure in rapidly changing environments
Mechanistic Management - Characterized by rules, procedures, and clear hierarchy in stable
environments
