Organizational Culture Quarter

Enterprise Architecture Quarter (hereinafter, the Quarter) is the first of four lectures of Operations Quadrivium (hereinafter, the Quadrivium):

• The Quarter is designed to introduce its learners to enterprise discovery, or, in other words, to concepts related to obtaining data needed to administer the enterprise effort; and
• The Quadrivium examines concepts of administering various types of enterprises known as enterprise administration as a whole.

The Quadrivium is the first of seven modules of Septem Artes Administrativi, which is a course designed to introduce its learners to general concepts in business administration, management, and organizational behavior.

Outline

The predecessor lecture is Business Intelligence Quarter.

Concepts

1. Organization. A consciously coordinated social unit, composed of two or more legal entities, that functions on a relatively continuous basis to achieve a common goal or set of goals.
   • Service organization. An organization that produces nonphysical products in the form of services.
   • Manufacturing organization. An organization that produces physical goods.
2. Organizational structure. The formal arrangement of jobs within an organization.
   • Organizational structure. The way in which job tasks are formally divided, grouped, and coordinated.
3. Enterprise architecture. Enterprise architecture is a description of an organization’s business processes, IT software and hardware, people, operations and projects, and the relationships between them.
   • Enterprise. An organizational unit, organization, or collection of organizations that share a set of common goals and collaborate to provide specific products or services to customers.
4. Skunk works. A small group within a large organization, given a high degree of autonomy and unhampered by corporate bureaucracy, whose mission is to develop a project primarily for the sake of radical innovation.

• Outcome. A key factor that is affected by some other variables.
• Small business. An organization that is independently owned, operated, and financed; has fewer than 100 employees; doesn't necessarily engage in any new or innovative practices; and has relatively little impact on its industry.
• Virtual organization. An organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects.
• Virtual structure. A small, core organization that outsources major business functions.
• Organic model. A structure that is flat, uses cross-hierarchical and cross-functional teams, has low formalization, possesses a comprehensive information network, and relies on participative decision making.
• Organic organization. An organization with organizational structure that's highly adaptive and flexible.
• Bureaucracy. A form of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.
• Bureaucracy. An organizational structure with highly routine operating tasks achieved through specialization, very formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control, and decision making that follows the chain of command.
• Boundaryless organization. An organization whose organizational structure is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure.
• Circular structure. An organizational structure in which executives are at the center, spreading their vision outward in rings grouped by function (managers, then specialists, then workers).
• Divisional structure. An organizational structure made up of separate, semi-autonomous units or divisions.
• Divisional structure. An organizational structure that groups employees into units by product, service, customer, or geographical market area.
• Functional structure. An organizational structure that groups employees by their similar specialties, roles, and tasks.
• Functional structure. An organizational structure that groups together similar or related occupational specialties.
• Lean organization. An organization that understands what customers want, identifies customer value by analyzing all activities required to produce products, and then optimizes the entire process from the customer's perspective.
• Learning organization. An organization that has developed the continuous capacity to adapt and change.
• Matrix structure. An organizational structure that assigns specialists from different functional departments to work on one or more projects.
• Matrix structure. An organizational structure that creates dual lines of authority and combines functional and product departmentalization.
• Mechanistic model. A structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization.
• Mechanistic organization. An organization with organizational structure that's rigid and tightly controlled.
• Organizational chart. The visual representation of an organization's structure.
• Organizational design. Creating or changing an organization's structure.
• Simple structure. An organizational structure characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization.
• Simple structure. An organizational structure with little departmentalization, wide spans of control, centralized authority, and little formalization.
• Organizational plan. A document that outline how organizational goals are going to be met.
• Team structure. An organizational structure in which the entire organization is made up of work teams.
• Team structure. An organizational structure that replaces departments with empowered teams, and which eliminates horizontal boundaries and external barriers between customers and suppliers.
• Project structure. An organizational structure in which employees continuously work on projects.
• Open innovation. Opening up the search for new ideas beyond the organization's boundaries and allowing innovations to easily transfer inward and outward.

Practices

The successor lecture is Organizational Culture Quarter.