ORG THEORY AND DESIGN CHAPTERS
1-4 RICHARD L. DAFT QUESTIONS
ANSWERS
Organizationsp-pans-
grouppofppeoplepworkingptogetherptopachievepapstructuralpsetpofpgoals
Subsystemsp-pans-
Performpthepspecificpfunctionsprequiredpforporganizationalpsurvival
structuralpdimensionsp-pans-
provideplabelsptopdescribepthepinternalpcharactristicspofpanporganization
efficiencyp-pans-
refersptopthepamountpofpresourcespusedptopachieveptheporg'spgoals
effectivenessp-pans-thepdegreeptopwhichpanporganizationpachievespit'spgoals
stakeholderpapproachp-pans-
balancingpthepneedspandpinterestspofpvariouspstakeholderspinpsettingpgoalspandp
strivingpforpeffectiveness
stakeholderp-pans-
anypgrouppwithinporpoutsidepofptheporganizationpthatphaspapstatepinptheporganiz
ation'spperformance
Scientificpmanagementp-pans-
decisionspaboutporganizationspandpjobpdesignpshouldpbepbasedponpprecise,pscie
ntificpstudypofpindividualpsituations
administrativepprinciplesp-pans-
lookpatpthepdesignpandpfunctioningpofptheporganizationpaspapwhole
hawthornepstudiesp-pans-
positiveptreatmentpofpemployeespimprovedptheirpmotivationpandpproductivity
levelpofpanalysisp-pans-
inpsystemsptheory,pthepsubsystemponpwhichpthepprimarypfocuspispplaced;pfourpl
evelspofpanalysispnormallypcharacterizeporganizations
, organizationalpbehaviorp-pans-
micropapproachptoporganizationspbecausepitpfocusesponpthepindividualspwithinpor
ganizationspasptheprelevantpunityspofpanalysis
organizationptheoryp-pans-
macropexaminationporfporgamizationspbecausepitpanalyzespthepwholeporganization
paspapunit
missionp-pans-
describesptheporganization'spvision,pitspsharedpvaluespandpbeliefs,pandpitspreaso
npforpbeing
officialpgoalsp-pans-
formallypstatedpdefinitionpofpbusinesspscopepandpoutcomesptheporganizationpisptr
yingptopachieve
operativepgoalsp-pans-
designatepthependspsoughpthroughpthepactualpoperatingpprocedurespofptheporga
nizationpandpexplainpwhatptheporganizationpispactuallyptryingptopdo
strategyp-pans-
applanpforpineractivingpwithpthepcompetitivepenvironmentptopachievepoganizational
pgoals
differentiationpstrategyp-pans-
theporgpattemptsptopdistinguishptheirpproductsporpservicespfrompotherspinpthepin
dustry
low-costpleadershippstrategyp-pans-
triesptopincreasepmarketpsharepbypemphasizingplowpcostpcomparedptopcompetitio
rs.
focuspstrategyp-pans-
theporgpconcentratesponpapspecificpregionalpmarketporpbuyerpgroups
prospectorpstrategyp-pans-
topinnovate,ptakeprisks,pseekpoutpnewpopportunities,pandpgrow
defenderpstrategyp-pans-concernedpwithpstabilityporpevenpretrenchment
analyzerpstrategyp-pans-
triesptopmaintainpapstablepbusinesspwhilepinnovatingponpthepperiphery
reactorpstrategyp-pans-
reactorsprespondptopenvironmentalpthreatspandpopportunitiespinpanpadphocpfashi
on
1-4 RICHARD L. DAFT QUESTIONS
ANSWERS
Organizationsp-pans-
grouppofppeoplepworkingptogetherptopachievepapstructuralpsetpofpgoals
Subsystemsp-pans-
Performpthepspecificpfunctionsprequiredpforporganizationalpsurvival
structuralpdimensionsp-pans-
provideplabelsptopdescribepthepinternalpcharactristicspofpanporganization
efficiencyp-pans-
refersptopthepamountpofpresourcespusedptopachieveptheporg'spgoals
effectivenessp-pans-thepdegreeptopwhichpanporganizationpachievespit'spgoals
stakeholderpapproachp-pans-
balancingpthepneedspandpinterestspofpvariouspstakeholderspinpsettingpgoalspandp
strivingpforpeffectiveness
stakeholderp-pans-
anypgrouppwithinporpoutsidepofptheporganizationpthatphaspapstatepinptheporganiz
ation'spperformance
Scientificpmanagementp-pans-
decisionspaboutporganizationspandpjobpdesignpshouldpbepbasedponpprecise,pscie
ntificpstudypofpindividualpsituations
administrativepprinciplesp-pans-
lookpatpthepdesignpandpfunctioningpofptheporganizationpaspapwhole
hawthornepstudiesp-pans-
positiveptreatmentpofpemployeespimprovedptheirpmotivationpandpproductivity
levelpofpanalysisp-pans-
inpsystemsptheory,pthepsubsystemponpwhichpthepprimarypfocuspispplaced;pfourpl
evelspofpanalysispnormallypcharacterizeporganizations
, organizationalpbehaviorp-pans-
micropapproachptoporganizationspbecausepitpfocusesponpthepindividualspwithinpor
ganizationspasptheprelevantpunityspofpanalysis
organizationptheoryp-pans-
macropexaminationporfporgamizationspbecausepitpanalyzespthepwholeporganization
paspapunit
missionp-pans-
describesptheporganization'spvision,pitspsharedpvaluespandpbeliefs,pandpitspreaso
npforpbeing
officialpgoalsp-pans-
formallypstatedpdefinitionpofpbusinesspscopepandpoutcomesptheporganizationpisptr
yingptopachieve
operativepgoalsp-pans-
designatepthependspsoughpthroughpthepactualpoperatingpprocedurespofptheporga
nizationpandpexplainpwhatptheporganizationpispactuallyptryingptopdo
strategyp-pans-
applanpforpineractivingpwithpthepcompetitivepenvironmentptopachievepoganizational
pgoals
differentiationpstrategyp-pans-
theporgpattemptsptopdistinguishptheirpproductsporpservicespfrompotherspinpthepin
dustry
low-costpleadershippstrategyp-pans-
triesptopincreasepmarketpsharepbypemphasizingplowpcostpcomparedptopcompetitio
rs.
focuspstrategyp-pans-
theporgpconcentratesponpapspecificpregionalpmarketporpbuyerpgroups
prospectorpstrategyp-pans-
topinnovate,ptakeprisks,pseekpoutpnewpopportunities,pandpgrow
defenderpstrategyp-pans-concernedpwithpstabilityporpevenpretrenchment
analyzerpstrategyp-pans-
triesptopmaintainpapstablepbusinesspwhilepinnovatingponpthepperiphery
reactorpstrategyp-pans-
reactorsprespondptopenvironmentalpthreatspandpopportunitiespinpanpadphocpfashi
on
