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    \vspace{-2pt}\large{\bf{\textcolor{DarkBackground}{\textrm{Organizational Theory Cheat Sheet}}}} \\
    \normalsize{by \textcolor{DarkBackground}{vanya} via \textcolor{DarkBackground}{\uline{cheatography.com/95059/cs/20739/}}}
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  \vspace{-2pt}vanya \\
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  \mymulticolumn{1}{p{5.377cm}}{\bf\textcolor{white}{Cheat Sheet}}  \\
   \vspace{-2pt}Published 10th October, 2019.\\
   Updated 10th October, 2019.\\
   Page {\thepage} of \pageref{LastPage}.
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\begin{multicols*}{4}

\begin{tabularx}{3.833cm}{X}
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\mymulticolumn{1}{x{3.833cm}}{\bf\textcolor{white}{Introduction}}  \tn
\SetRowColor{white}
\mymulticolumn{1}{x{3.833cm}}{{\bf{Three goals of theory}} \newline % Row Count 1 (+ 1)
* To explain events in the past -{}- why did that outcome, known as the dependent variable (DV), happen? \newline % Row Count 4 (+ 3)
* To predict events in the future -{}- what will happen? \newline % Row Count 6 (+ 2)
* To possible control events in the future -{}- how can I influence/change the outcome (DV)? \newline % Row Count 8 (+ 2)
{\bf{Theory validity base for frames}} \newline % Row Count 9 (+ 1)
* Does it meet the assumptions? \newline % Row Count 10 (+ 1)
\textasciicircum{} Underlying beliefs, things we take for granted about the subject under study \newline % Row Count 12 (+ 2)
* Does it meet the scope conditions? \newline % Row Count 13 (+ 1)
\textasciicircum{} Limits under which the theory holds or applies \newline % Row Count 14 (+ 1)
* How can we make a valid test of the theory? \newline % Row Count 15 (+ 1)
{\bf{Difference between Causal Relationship (positive or negative) and Correlation}} \newline % Row Count 17 (+ 2)
* Changing one variable does not cause the other variable to change, but changes in both variables can mean a correlation. \newline % Row Count 20 (+ 3)
* Correlation =/ causation.% Row Count 21 (+ 1)
} \tn 
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\begin{tabularx}{3.833cm}{X}
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\mymulticolumn{1}{x{3.833cm}}{\bf\textcolor{white}{Chapter 4}}  \tn
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\mymulticolumn{1}{x{3.833cm}}{{\bf{Structural dilemmas}} \newline % Row Count 1 (+ 1)
* Differentiation vs integration - division of labor \newline % Row Count 3 (+ 2)
* Gaps vs overlaps - incomplete tasks vs duplication, waste of resources \newline % Row Count 5 (+ 2)
* Underuse vs overload \newline % Row Count 6 (+ 1)
\textasciicircum{} Overloading leads to turnover: lower consistency, more money spent \newline % Row Count 8 (+ 2)
or absenteeism: lower productivity and consistency, more overwork (other employees pick up slack), more money spent (overtime) \newline % Row Count 11 (+ 3)
* Lack of clarity vs lack of creativity \newline % Row Count 12 (+ 1)
* Excessive autonomy vs excessive interdependence \newline % Row Count 14 (+ 2)
\textasciicircum{} Self-governance vs dependent on other people \newline % Row Count 15 (+ 1)
* Structure too loose vs too tight \newline % Row Count 16 (+ 1)
* Goal-less vs goal-bound \newline % Row Count 17 (+ 1)
* Irresponsible vs unresponsive \newline % Row Count 18 (+ 1)
\textasciicircum{} Not being held accountable to rules/policies vs not accommodating customers - caught up in "red tape" \newline % Row Count 21 (+ 3)
{\bf{Generic issues in restructuring}} \newline % Row Count 22 (+ 1)
* Strategic apex pushes for more alignment,  centralization. \newline % Row Count 24 (+ 2)
* Middle managers try to protect autonomy and room to run their own units. \newline % Row Count 26 (+ 2)
* Technostructure pushes for standardization, believes in measurement and monitoring. \newline % Row Count 28 (+ 2)
* Support staff prefers less hierarchy, more collaboration. \newline % Row Count 30 (+ 2)
} \tn 
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\vfill
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\begin{tabularx}{3.833cm}{X}
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\mymulticolumn{1}{x{3.833cm}}{\bf\textcolor{white}{Chapter 4 (cont)}}  \tn
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\mymulticolumn{1}{x{3.833cm}}{{\bf{Why Restructure?}} \newline % Row Count 1 (+ 1)
* Technology change \newline % Row Count 2 (+ 1)
* Environmental shifts \newline % Row Count 3 (+ 1)
* Organizations grow \newline % Row Count 4 (+ 1)
* Leadership changes \newline % Row Count 5 (+ 1)
{\bf{Making Restructuring Work}} \newline % Row Count 6 (+ 1)
Basic principles of successful restructuring: \newline % Row Count 7 (+ 1)
* Develop new goals \& strategies to reflect current challenges \newline % Row Count 9 (+ 2)
* Used experimentation to try things out, retain what worked and discard what didn't% Row Count 11 (+ 2)
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\mymulticolumn{1}{x{3.833cm}}{\bf\textcolor{white}{Management Thinking}}  \tn
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\mymulticolumn{1}{x{3.833cm}}{\bf\textcolor{white}{Theoretical Frames}}  \tn
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\begin{tabularx}{3.833cm}{X}
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\mymulticolumn{1}{x{3.833cm}}{\bf\textcolor{white}{Chapter 1}}  \tn
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\mymulticolumn{1}{x{3.833cm}}{{\bf{Strategies for improving organizations}} \newline % Row Count 1 (+ 1)
* Better management \newline % Row Count 2 (+ 1)
* Listening to employees \newline % Row Count 3 (+ 1)
* Manager needs to learn different management styles → management training or workshops \newline % Row Count 5 (+ 2)
* Bringing more people into management → bringing in new people if needed \newline % Row Count 7 (+ 2)
* Consultants \newline % Row Count 8 (+ 1)
* Different perspective, usually unbiased \newline % Row Count 9 (+ 1)
* Government policy and regulation \newline % Row Count 10 (+ 1)
* External forces that are brought in to help improve or change orgs \newline % Row Count 12 (+ 2)
{\bf{Theory base for frames}} \newline % Row Count 13 (+ 1)
Theoretical frame: A set of theories that allow us to explain, predict, and control behavior \newline % Row Count 15 (+ 2)
* Used to understand and analyze situations, diagnose problems, and formulate solutions \newline % Row Count 17 (+ 2)
{\bf{Frames and reframing}} \newline % Row Count 18 (+ 1)
* Frame: a metaphor to describe how we perceive and therefore interpret reality (mental map, window, tool, etc). \newline % Row Count 21 (+ 3)
* Theoretical frame: a set of theories that allow us to explain, predict \& control behavior.% Row Count 23 (+ 2)
} \tn 
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\mymulticolumn{1}{x{3.833cm}}{\bf\textcolor{white}{Chapter 5}}  \tn
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\mymulticolumn{1}{x{3.833cm}}{{\bf{Basic structural team configurations}} \newline % Row Count 1 (+ 1)
One Boss \newline % Row Count 2 (+ 1)
* Structure is fast \& efficient, works well with simple tasks \& situations \newline % Row Count 4 (+ 2)
Dual Authority - divisible tasks \newline % Row Count 5 (+ 1)
* Added layer limits and slows communication between boss and lover levels, team morale and performance may then suffer \newline % Row Count 8 (+ 3)
Simple Hierarchy \newline % Row Count 9 (+ 1)
* One middle manager reports to the boss while supervising and communicating with team members \newline % Row Count 11 (+ 2)
Circle \newline % Row Count 12 (+ 1)
* Information and decisions flow sequentially among members \newline % Row Count 14 (+ 2)
* Relies only on lateral coordination and each person only deals with two other members \newline % Row Count 16 (+ 2)
* A weak link can undermine the team ; complex tasks can create problems \newline % Row Count 18 (+ 2)
All Channel \newline % Row Count 19 (+ 1)
* Information and communication flows freely, between all members, high morale \newline % Row Count 21 (+ 2)
* Effective for complex tasks requiring creativity \newline % Row Count 23 (+ 2)
* Not suited for simple tasks -{}- too slow and inefficient \newline % Row Count 25 (+ 2)
{\bf{Teamwork and interdependence (sports examples)}} \newline % Row Count 27 (+ 2)
Baseball (LOW interdependence) \newline % Row Count 28 (+ 1)
* Team goal met via individual players meeting goals \newline % Row Count 30 (+ 2)
} \tn 
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\mymulticolumn{1}{x{3.833cm}}{\bf\textcolor{white}{Chapter 5 (cont)}}  \tn
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\mymulticolumn{1}{x{3.833cm}}{* Individual efforts usually autonomous (self-control), loose coordination between specific teammates \newline % Row Count 3 (+ 3)
* Managers' decisions are tactical, (ex. substitutions) \newline % Row Count 5 (+ 2)
Football (MODERATE interdependence) \newline % Row Count 6 (+ 1)
* Players work in close proximity, individual efforts are tightly synchronized, all members involved in a "play" \newline % Row Count 9 (+ 3)
* Integration through planning and top-down control; different units have own coordinator (ex. offensive) \newline % Row Count 12 (+ 3)
* Tougher to swap players from teams due to different philosophies, cultures, and systems \newline % Row Count 14 (+ 2)
Basketball (HIGH interdependence) \newline % Row Count 15 (+ 1)
* Players work in very close proximity, switching roles \newline % Row Count 17 (+ 2)
* Individual efforts reciprocal, depend fully on others' performance \& can anticipate moves over time \newline % Row Count 20 (+ 3)
* Coaches serve as integrators, reinforce team cohesion and lateral coordination \newline % Row Count 22 (+ 2)
{\bf{Team structure and high performance}} \newline % Row Count 23 (+ 1)
* Translate purpose into specific, measurable goals \newline % Row Count 25 (+ 2)
* Manageable size (smallest size possible to get job done) \newline % Row Count 27 (+ 2)
* Common commitment (social contract to guide behavior) \newline % Row Count 29 (+ 2)
* Collectively accountable \newline % Row Count 30 (+ 1)
} \tn 
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\vfill
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\begin{tabularx}{3.833cm}{X}
\SetRowColor{DarkBackground}
\mymulticolumn{1}{x{3.833cm}}{\bf\textcolor{white}{Chapter 5 (cont)}}  \tn
\SetRowColor{white}
\mymulticolumn{1}{x{3.833cm}}{{\bf{Self-managed teams}} \newline % Row Count 1 (+ 1)
* Plan, organize, lead and staff by themselves \newline % Row Count 2 (+ 1)
* Assign tasks and roles to members \newline % Row Count 3 (+ 1)
* Plan and schedule work (set deadlines, etc)% Row Count 4 (+ 1)
} \tn 
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\begin{tabularx}{3.833cm}{X}
\SetRowColor{DarkBackground}
\mymulticolumn{1}{x{3.833cm}}{\bf\textcolor{white}{Chapter 2}}  \tn
\SetRowColor{white}
\mymulticolumn{1}{x{3.833cm}}{{\bf{Common fallacies in organizational problem diagnosis}} \newline % Row Count 2 (+ 2)
* Blame people - bad attitudes, abrasive personalities, neurotic tendencies, stupidity, or incompetence \newline % Row Count 5 (+ 3)
* Blame the bureaucracy - organizations are stifled by rules and red tape \newline % Row Count 7 (+ 2)
* Black thirst for power - organizations are jungles filled with predators and prey \newline % Row Count 9 (+ 2)
\textbackslash{}` Human tendency is to find simple solutions to complex problems \newline % Row Count 11 (+ 2)
\textbackslash{}` We satisfice (settle on the first available solution) instead of searching for the option that will maximize decision quality \newline % Row Count 14 (+ 3)
\textbackslash{}` While common fallacies might contain some truth, they oversimplify reality and only give a partial perspective \newline % Row Count 17 (+ 3)
\textasciicircum{} Ex. "the bureaucracy" perspective is better at explaining how organizations should work rather than explaining why they often don't work \newline % Row Count 20 (+ 3)
Sources of Ambiguity \newline % Row Count 21 (+ 1)
* Not sure what the problem is or what's going on \newline % Row Count 23 (+ 2)
* Not sure (or can't agree) on what we want \newline % Row Count 24 (+ 1)
* Don't have the resources needed \newline % Row Count 25 (+ 1)
* Not sure who's supposed to do what, how to get what we want, or how to determine if we succeeded or failed \newline % Row Count 28 (+ 3)
{\bf{Coping with ambiguity \& complexity}} \newline % Row Count 29 (+ 1)
* You see what you expect (expectation bias), and what you want to see (selective perception) \newline % Row Count 31 (+ 2)
} \tn 
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\mymulticolumn{1}{x{3.833cm}}{\bf\textcolor{white}{Chapter 2 (cont)}}  \tn
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\mymulticolumn{1}{x{3.833cm}}{* Can lead to confirmation bias% Row Count 1 (+ 1)
} \tn 
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\mymulticolumn{1}{x{3.833cm}}{\bf\textcolor{white}{Chapter 6}}  \tn
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\mymulticolumn{1}{x{3.833cm}}{{\bf{Maslow's Hierarchy}} \newline % Row Count 1 (+ 1)
5. Self-actualization \newline % Row Count 2 (+ 1)
4. Esteem \newline % Row Count 3 (+ 1)
3. Belongingness, love \newline % Row Count 4 (+ 1)
2. Safety \newline % Row Count 5 (+ 1)
1. Physiological \newline % Row Count 6 (+ 1)
{\bf{Theory x \& y (McGregor)}} \newline % Row Count 7 (+ 1)
Theory X assumes people are passive, lazy, prefer to be led, \& resist change. Leads to micromanaging and less trust in employees. \newline % Row Count 10 (+ 3)
Theory Y assumes people are proactive, curious, responsible, \& trustworthy. \newline % Row Count 12 (+ 2)
Leads to more freedom, no micromanaging - trust employees to do the work. \newline % Row Count 14 (+ 2)
{\bf{Personality \& organization (Argryis)}} \newline % Row Count 15 (+ 1)
Workers adapt to frustration in several ways: \newline % Row Count 16 (+ 1)
* Withdraw - absenteeism/presenteeism or quitting \newline % Row Count 18 (+ 2)
* Become apathetic, psychologically withdrawn \newline % Row Count 19 (+ 1)
* Resist top-down control through restricting output, deception, featherbedding, or sabotage \newline % Row Count 21 (+ 2)
* Climb the hierarchy to escape lower levels \newline % Row Count 22 (+ 1)
* Form alliances to redress power imbalances (ex. labor unions, support groups, etc) \newline % Row Count 24 (+ 2)
* Train children to believe work in unrewarding \newline % Row Count 25 (+ 1)
{\bf{Lean and mean vs Invest in people}} \newline % Row Count 26 (+ 1)
Win through low costs \newline % Row Count 27 (+ 1)
* downsize ("dumbsizing"), outsource, hire temps \& contractors \newline % Row Count 29 (+ 2)
* yields short term benefit \newline % Row Count 30 (+ 1)
} \tn 
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\mymulticolumn{1}{x{3.833cm}}{\bf\textcolor{white}{Chapter 6 (cont)}}  \tn
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\mymulticolumn{1}{x{3.833cm}}{* corrosive effect on worker commitment \& morale \newline % Row Count 1 (+ 1)
* approach can work well in an economic downturn \newline % Row Count 2 (+ 1)
Win with talent \newline % Row Count 3 (+ 1)
* build skilled, well-trained workforce \newline % Row Count 4 (+ 1)
* yields long-term payoff \newline % Row Count 5 (+ 1)
* during economic booms, companies compete over workers due to skill shortages → competitive edge% Row Count 7 (+ 2)
} \tn 
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\mymulticolumn{1}{x{3.833cm}}{\bf\textcolor{white}{Chapter 3}}  \tn
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\mymulticolumn{1}{x{3.833cm}}{{\bf{Structural assumptions}} \newline % Row Count 1 (+ 1)
Organizations exist to achieve established goals and objectives \newline % Row Count 3 (+ 2)
Specialization and division of labor increase efficiency and performance \newline % Row Count 5 (+ 2)
Structure must align with circumstances \newline % Row Count 6 (+ 1)
\textasciicircum{} Can be internal… \newline % Row Count 7 (+ 1)
\textasciicircum{} ...or external (competition, laws and regulations, economy, resource availability, time of year/fluctuations in demand or business) \newline % Row Count 10 (+ 3)
Problems arise from structural deficiencies \newline % Row Count 11 (+ 1)
{\bf{Basic structural tensions}} \newline % Row Count 12 (+ 1)
* Differentiation: dividing work, division of labor \newline % Row Count 14 (+ 2)
\textasciicircum{} business function (marketing, accounting, etc), time, product, customer, place, process \newline % Row Count 16 (+ 2)
* Integration: coordinating efforts of different roles and units \newline % Row Count 18 (+ 2)
* Suboptimization: occurs when units focus on local concerns, losing sight of the big picture \newline % Row Count 20 (+ 2)
{\bf{Vertical coordination}} \newline % Row Count 21 (+ 1)
Coordination following the chain of command: \newline % Row Count 22 (+ 1)
* Authority: the boss makes the decisions \newline % Row Count 23 (+ 1)
* Rules and Policies \newline % Row Count 24 (+ 1)
\textasciicircum{} Provides standards to ensure behavior is predictable and consistent \newline % Row Count 26 (+ 2)
{\bf{Lateral coordination}} \newline % Row Count 27 (+ 1)
* Lateral coordination forms tends to be more informal \& flexible, and often simpler \& quicker than vertical forms. \newline % Row Count 30 (+ 3)
} \tn 
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\mymulticolumn{1}{x{3.833cm}}{\bf\textcolor{white}{Chapter 3 (cont)}}  \tn
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\mymulticolumn{1}{x{3.833cm}}{\textasciicircum{} Meetings \newline % Row Count 1 (+ 1)
\textasciicircum{} Task forces \newline % Row Count 2 (+ 1)
\textasciicircum{} Coordinating roles \newline % Row Count 3 (+ 1)
{\bf{Structural imperatives}} \newline % Row Count 4 (+ 1)
* Size and Age:complexity \& formality increase with age \newline % Row Count 6 (+ 2)
* Core Process: must align with structure \newline % Row Count 7 (+ 1)
* Environment: stable → simpler ; turbulent → more complex structure \newline % Row Count 9 (+ 2)
* Strategy and goals: structure must adapt for goal clarity \& consistency \newline % Row Count 11 (+ 2)
* Information technology: increased IT permits flatter, increased flexible structures \newline % Row Count 13 (+ 2)
* People/Nature of Workforce: increased skilled/professional, increased demand more autonomy% Row Count 15 (+ 2)
} \tn 
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\mymulticolumn{1}{x{3.833cm}}{\bf\textcolor{white}{Chapter 7}}  \tn
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\mymulticolumn{1}{x{3.833cm}}{{\bf{Build and implement an HR philosophy}} \newline % Row Count 1 (+ 1)
* Develop a public statement of the org's HR philosophy \newline % Row Count 3 (+ 2)
* Helps translate words into specific actions and for accountability purposes \newline % Row Count 5 (+ 2)
* Build systems and practices to implement the philosophy \newline % Row Count 7 (+ 2)
{\bf{Hire the Right People}} \newline % Row Count 8 (+ 1)
* Hire people who bring the right skills and attitudes to the job and org and that"fit" the org mold. \newline % Row Count 11 (+ 3)
* Can reduce turnover, cut recruiting, selection, and training costs. \newline % Row Count 13 (+ 2)
{\bf{Keep Employees}} \newline % Row Count 14 (+ 1)
* Reward well, protect jobs to build loyalty, promote from within \newline % Row Count 16 (+ 2)
* Increases trust and loyalty \newline % Row Count 17 (+ 1)
* Capitalizes on knowledge \& skills, reduces errors, increases the likelihood of longer-term thinking \newline % Row Count 20 (+ 3)
{\bf{Invest in Employees}} \newline % Row Count 21 (+ 1)
* Undertrained workers can affect productivity, leavels, lower quality, and make costly mistakes \newline % Row Count 23 (+ 2)
* Training (short-term focus, immediate costs) vs development (longer-term investment, delayed benefits) \newline % Row Count 26 (+ 3)
* Use a variety of methods: on the job, mentors, classroom, team-building activities \newline % Row Count 28 (+ 2)
{\bf{Empower Employees}} \newline % Row Count 29 (+ 1)
* Make performance data available and teach workers how to use them \newline % Row Count 31 (+ 2)
} \tn 
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\mymulticolumn{1}{x{3.833cm}}{\bf\textcolor{white}{Chapter 7 (cont)}}  \tn
\SetRowColor{white}
\mymulticolumn{1}{x{3.833cm}}{* Encourage workers to think like owners \newline % Row Count 1 (+ 1)
* Everyone gets a stake in the financial success \newline % Row Count 2 (+ 1)
* Foster autonomy and participation \newline % Row Count 3 (+ 1)
* Redesign work \newline % Row Count 4 (+ 1)
* Build self-managing teams \newline % Row Count 5 (+ 1)
{\bf{Promote diversity and inclusion}} \newline % Row Count 6 (+ 1)
* Develop an explicit, consistent diversity philosophy and strategy to execute it daily \newline % Row Count 8 (+ 2)
* A commitment to treating all employees well \newline % Row Count 9 (+ 1)
* Employees reflect your customer base, and news of bad treatment (ex. racism) spreads quickly \newline % Row Count 11 (+ 2)
* Tailor recruiting practices to diversify hiring \newline % Row Count 13 (+ 2)
* Hold managers accountable by tying rewards to meeting diversity goals and targets% Row Count 15 (+ 2)
} \tn 
\hhline{>{\arrayrulecolor{DarkBackground}}-}
\end{tabularx}
\par\addvspace{1.3em}


% That's all folks
\end{multicols*}

\end{document}