Contributions of Economic Theory to Organizational Studies

An organizational approach focused on safeguarding the core technical processes, as described by Chester Barnard.

A strategy for aligning employee behaviors with organizational goals, avoiding the use of specialized external providers.

The process of evaluating an individual's work performance based on their achievements and actions related to specific goals.

A structural design that may lead to duplicated efforts and increased costs.

A group often associated with decision-making in organizations, including Barnard, Simon, and Thompson, focusing on individual actors' motivations and constraints.

A theory emphasizing the organization's dependence on external sources, particularly economic resources.

A principle aligning human resource practices with the organization's overall strategic direction and structure.

The costs associated with transactions, such as negotiating, coordinating, and monitoring agreements, as explained by transaction cost theory.

Specific parts of the external environment directly affecting an organization's operations and decision-making.

Structural design that lacks stable equipment and distribution channels.

A core focus in managing employees in organizations like fast-food chains, emphasizing clear rules and procedures.

The creation of a new structure within an organization.

Thompson's focus on organizational action: Protecting the technical core.

The use of specialized external suppliers is NOT a method for aligning organizational and individual goals.

Performance evaluations typically examine an individual's progress towards goals and behaviors.

A potential issue with a specific organizational structure: Duplication of functions leading to higher costs.

Barnard, Simon, and Thompson are key contributors to the 'actor's theory' in organizational studies.

The theory of resource dependence highlights the organization's reliance on external resources, especially economic resources.

A key principle of strategic HR management is aligning human resources practices with the organization's overall goals and structure.

The transaction cost theory, a contribution of economic theory, focuses on the costs associated with transactions between parties.

The parts of the external environment directly impacting an organization's operations are known as the relevant environment.

One limitation of modular structures is the lack of stable equipment and distribution channels.

The management of operational staff in organizations like McDonald's prioritizes clear rules and procedures to ensure consistent service.

The main purpose behind an organizational action discussed is creating a new structure within the organization.

Thompson emphasizes the protection of technical core functions as a key organizational action.

Using specialized external suppliers is NOT a method for aligning organizational and individual goals, focusing on internal strategies instead.

Performance evaluations assess both an individual's goal achievements and their behaviors.

Duplicated functions, a possible drawback of a structured approach, can lead to higher costs.

Barnard, Simon, and Thompson are important contributors to the actor's theory in organizational studies, focusing on individual choices and motivations.

The theory of resource dependence emphasizes the organization's reliance on external sources, especially economic resources.

A key principle of strategic HR management is aligning human resources practices with the overall organizational goals and structure.

The transaction cost theory, a contribution from economic theory, emphasizes the costs associated with interactions between parties.

The relevant environment, comprised of external elements directly impacting an organization's operations, must be carefully considered.

Modular structures, known for their flexibility, lack stable equipment and distribution channels.

Managing operational staff in organizations like McDonald's requires clear rules and procedures to ensure consistency and efficiency.

The main purpose behind an organizational action discussed is creating a new structure within the organization.

Thompson highlights the protection of technical core functions as a key organizational action to ensure smooth operation.

Using specialized external suppliers is NOT a method for aligning organizational and individual goals, as the focus should be on internal alignment and strategies.

Performance evaluations assess both an individual's goal achievements and their behaviors, ensuring a comprehensive view.

Duplicated functions, a possible drawback of a structured approach, can lead to higher costs due to inefficient resource allocation.

Barnard, Simon, and Thompson are important contributors to the actor's theory in organizational studies, focusing on individual choices and motivations within a larger system.

The theory of resource dependence emphasizes the organization's reliance on external sources, especially economic resources, for survival and growth.

A key principle of strategic HR management is aligning human resources practices with the overall organizational goals and structure, ensuring a cohesive approach.

The transaction cost theory, a contribution from economic theory, emphasizes the costs associated with interactions between parties, highlighting the efficiency considerations in business dealings.

The relevant environment, comprised of external elements directly impacting an organization's operations, must be carefully considered for effective decision-making.

Modular structures, known for their flexibility, lack stable equipment and distribution channels, requiring an adaptive approach to infrastructure.

Managing operational staff in organizations like McDonald's requires clear rules and procedures to ensure consistency and efficiency, leading to smooth operations.

The main purpose behind an organizational action discussed is creating a new structure within the organization, aiming to improve efficiency or adapt to evolving needs.

Thompson highlights the protection of technical core functions as a key organizational action to ensure smooth operation, emphasizing the importance of these operations.

Using specialized external suppliers is NOT a method for aligning organizational and individual goals, as the focus should be on internal alignment and strategies for long-term success.

Performance evaluations assess both an individual's goal achievements and their behaviors, ensuring a comprehensive view of their performance.

Duplicated functions, a possible drawback of a structured approach, can lead to higher costs due to inefficient resource allocation and potential conflicts.

Barnard, Simon, and Thompson are important contributors to the actor's theory in organizational studies, focusing on individual choices and motivations within a larger system.

The theory of resource dependence emphasizes the organization's reliance on external sources, especially economic resources, for survival and growth, highlighting the need for strategic resource management.

A key principle of strategic HR management is aligning human resources practices with the overall organizational goals and structure, ensuring a cohesive approach to achieve strategic objectives.

The transaction cost theory, a contribution from economic theory, emphasizes the costs associated with interactions between parties, highlighting the efficiency considerations in business dealings.

The relevant environment, comprised of external elements directly impacting an organization's operations, must be carefully considered for effective decision-making and strategic planning.

Modular structures, known for their flexibility, lack stable equipment and distribution channels, requiring an adaptive approach to infrastructure and resources.

Managing operational staff in organizations like McDonald's requires clear rules and procedures to ensure consistency and efficiency, leading to smooth operations and customer satisfaction.

The main purpose behind an organizational action discussed is creating a new structure within the organization, aiming to improve efficiency or adapt to evolving needs, such as technology or market changes.

Thompson highlights the protection of technical core functions as a key organizational action to ensure smooth operation, emphasizing the importance of these operations for organizational success.

Using specialized external suppliers is NOT a method for aligning organizational and individual goals, as the focus should be on internal alignment and strategies for long-term success and employee motivation.

Performance evaluations assess both an individual's goal achievements and their behaviors, ensuring a comprehensive view of their performance and identifying areas for improvement.

Duplicated functions, a possible drawback of a structured approach, can lead to higher costs due to inefficient resource allocation and potential conflicts between departments.

Barnard, Simon, and Thompson are important contributors to the actor's theory in organizational studies, focusing on individual choices and motivations within a larger system, emphasizing the importance of individual actions in shaping organizational outcomes.

The theory of resource dependence emphasizes the organization's reliance on external sources, especially economic resources, for survival and growth, highlighting the need for strategic resource management to secure these vital resources.

A key principle of strategic HR management is aligning human resources practices with the overall organizational goals and structure, ensuring a cohesive approach to achieve strategic objectives and optimize employee performance.

The transaction cost theory, a contribution from economic theory, emphasizes the costs associated with interactions between parties, highlighting the efficiency considerations in business dealings and the need to minimize these costs for greater profitability.

The relevant environment, comprised of external elements directly impacting an organization's operations, must be carefully considered for effective decision-making and strategic planning, ensuring the organization's adaptability to changing external conditions.

Modular structures, known for their flexibility, lack stable equipment and distribution channels, requiring an adaptive approach to infrastructure and resources, and strategic partnerships to address these shortcomings.

Managing operational staff in organizations like McDonald's requires clear rules and procedures to ensure consistency and efficiency, leading to smooth operations and customer satisfaction, contributing to overall organizational success.

The main purpose behind an organizational action discussed is creating a new structure within the organization, aiming to improve efficiency or adapt to evolving needs, such as technology or market changes, to maintain competitiveness and growth.

Thompson highlights the protection of technical core functions as a key organizational action to ensure smooth operation, emphasizing the importance of these operations for organizational success and long-term sustainability.

Using specialized external suppliers is NOT a method for aligning organizational and individual goals, as the focus should be on internal alignment and strategies for long-term success and employee motivation, fostering a shared sense of purpose.

Performance evaluations assess both an individual's goal achievements and their behaviors, ensuring a comprehensive view of their performance and identifying areas for improvement, leading to greater individual and organizational growth.

Duplicated functions, a possible drawback of a structured approach, can lead to higher costs due to inefficient resource allocation and potential conflicts between departments, highlighting the importance of streamlined processes.

Barnard, Simon, and Thompson are important contributors to the actor's theory in organizational studies, focusing on individual choices and motivations within a larger system, emphasizing the importance of individual actions in shaping organizational outcomes.

The theory of resource dependence emphasizes the organization's reliance on external sources, especially economic resources, for survival and growth, highlighting the need for strategic resource management to secure these vital resources and ensure long-term viability.

A key principle of strategic HR management is aligning human resources practices with the overall organizational goals and structure, ensuring a cohesive approach to achieve strategic objectives and optimize employee performance, contributing to overall organizational success.

The transaction cost theory, a contribution from economic theory, emphasizes the costs associated with interactions between parties, highlighting the efficiency considerations in business dealings and the need to minimize these costs for greater profitability and competitiveness.

The relevant environment, comprised of external elements directly impacting an organization's operations, must be carefully considered for effective decision-making and strategic planning, ensuring the organization's adaptability to changing external conditions and its ability to thrive.

Modular structures, known for their flexibility, lack stable equipment and distribution channels, requiring an adaptive approach to infrastructure and resources, and strategic partnerships to address these shortcomings and ensure sustained success.

Managing operational staff in organizations like McDonald's requires clear rules and procedures to ensure consistency and efficiency, leading to smooth operations and customer satisfaction, contributing to overall organizational success and brand reputation.