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Organization and environment - Chapter 11: Configuration School
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DownloadIn what key aspect does the configuration school differs form all the other schools?
Omdraaien
It offers the possibility of reconciliation: a way to integrate the messages of the other schools.
What is the main argument and concept of the school?
Omdraaien
The school argues that everything depends on the context. It tries to make sense of periods and transactions within the context.
The school describes the relative stability of strategy within given states, interrupted by occasional and rather dramatic leaps to new ones.
Why is there no real assumption of whether the environment is controllable, stable or dynamic?
Omdraaien
Because it can be all of those. It is up to the manager to figure out the current situation and the configuration needed to fit the context.
What are the 2 main sides of the configuration school?
Omdraaien
1. Configuration= the state of the organization and its surrounding context: a relatively stable pattern of characteristics.
2. Transformation= the strategy-making process: an inevitable consequence of configuration. A sporadic and mostly far-reaching change towards a new stage.
What is the difference between configuration and transformation?
Omdraaien
- Configuration = state
- Transformation = process
Configuration is about 2 questions, which?
Omdraaien
1. How do different elements of an organization cluster together under particular conditions to define 'states', 'models' or 'ideal' types?
2. How do these different states get sequenced over time to define 'stages', 'periods' and 'lifecycle'?
How did Darwin made the distinction between splitters and lumpers?
Omdraaien
- Splitters: people who like to isolate variables and lay them out along continuous scales and then study the relationships between the pair of them.
= more complex.
- Lumpers: people who see the world in terms of nice, neat categories. Nuanced variability is assumed away in favor of overall clustering. Outliers are ignored in favor of central tendencies.
= more simple/categorial.
What are the premises of the configurational school?
Omdraaien
1. Most of the time embedded in stable configurations and for a distinguishable period they adopt a particular structure matched to a particular type of context. This way, they can engage in particular behaviors giving rise to a particular set of strategies.
2. Periods of stability are interrupted occasionally by a process of transformation - leap to new configuration.
3. These successive states of configuration and periods of transformation may be categorized over time into patterned sequences.
4. The key to strategic management is to sustain stability and recognize the need for periodical major transformation to another configuration.
5. Any school can explain how strategies are made within the organization, but they are found in their own time and in their own context.
6. The resulting strategies take form of plans or patterns, positions or perspectives.
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In what key aspect does the configuration school differs form all the other schools?
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It offers the possibility of reconciliation: a way to integrate the messages of the other schools.
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Vraag:
What is the main argument and concept of the school?
Vul het antwoord in:
Controleer antwoordAntwoord:
The school argues that everything depends on the context. It tries to make sense of periods and transactions within the context.
The school describes the relative stability of strategy within given states, interrupted by occasional and rather dramatic leaps to new ones.
Jouw antwoord:
input text value
Vraag opnieuw antwoorden
Vraag:
Why is there no real assumption of whether the environment is controllable, stable or dynamic?
Vul het antwoord in:
Controleer antwoordAntwoord:
Because it can be all of those. It is up to the manager to figure out the current situation and the configuration needed to fit the context.
Jouw antwoord:
input text value
Vraag opnieuw antwoorden
Vraag:
What are the 2 main sides of the configuration school?
Vul het antwoord in:
Controleer antwoordAntwoord:
1. Configuration= the state of the organization and its surrounding context: a relatively stable pattern of characteristics.
2. Transformation= the strategy-making process: an inevitable consequence of configuration. A sporadic and mostly far-reaching change towards a new stage.
Jouw antwoord:
input text value
Vraag opnieuw antwoorden
Vraag:
What is the difference between configuration and transformation?
Vul het antwoord in:
Controleer antwoordAntwoord:
- Configuration = state
- Transformation = process
Jouw antwoord:
input text value
Vraag opnieuw antwoorden
Vraag:
Configuration is about 2 questions, which?
Vul het antwoord in:
Controleer antwoordAntwoord:
1. How do different elements of an organization cluster together under particular conditions to define 'states', 'models' or 'ideal' types?
2. How do these different states get sequenced over time to define 'stages', 'periods' and 'lifecycle'?
Jouw antwoord:
input text value
Vraag opnieuw antwoorden
Vraag:
How did Darwin made the distinction between splitters and lumpers?
Vul het antwoord in:
Controleer antwoordAntwoord:
- Splitters: people who like to isolate variables and lay them out along continuous scales and then study the relationships between the pair of them.
= more complex.
- Lumpers: people who see the world in terms of nice, neat categories. Nuanced variability is assumed away in favor of overall clustering. Outliers are ignored in favor of central tendencies.
= more simple/categorial.
Jouw antwoord:
input text value
Vraag opnieuw antwoorden
Vraag:
What are the premises of the configurational school?
Vul het antwoord in:
Controleer antwoordAntwoord:
1. Most of the time embedded in stable configurations and for a distinguishable period they adopt a particular structure matched to a particular type of context. This way, they can engage in particular behaviors giving rise to a particular set of strategies.
2. Periods of stability are interrupted occasionally by a process of transformation - leap to new configuration.
3. These successive states of configuration and periods of transformation may be categorized over time into patterned sequences.
4. The key to strategic management is to sustain stability and recognize the need for periodical major transformation to another configuration.
5. Any school can explain how strategies are made within the organization, but they are found in their own time and in their own context.
6. The resulting strategies take form of plans or patterns, positions or perspectives.
Jouw antwoord:
input text value
Vraag opnieuw antwoorden
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Oefenvragen makenInformatie
Organization and environment - Chapter 11: Configuration School
Strategy formation as a process of transformation.
Aantal
60 oefenvragen
Taal
Nederlands
Gemaakt op
07-06-2024
Opleiding
Universiteit / Radboud Universiteit Nijmegen / Business Administration
Bekijk alle 60 oefenvragen
-
In what key aspect does the configuration school differs form all the other schools?
It offers the possibility of reconciliation: a way to integrate the messages of the other schools. -
What is the main argument and concept of the school?
The school argues that everything depends on the context. It tries to make sense of periods and transactions within the context.
The school describes the relative stability of strategy within given states, interrupted by occasional and rather dramatic leaps to new ones. -
Why is there no real assumption of whether the environment is controllable, stable or dynamic?
Because it can be all of those. It is up to the manager to figure out the current situation and the configuration needed to fit the context. -
What are the 2 main sides of the configuration school?
1. Configuration= the state of the organization and its surrounding context: a relatively stable pattern of characteristics.
2. Transformation= the strategy-making process: an inevitable consequence of configuration. A sporadic and mostly far-reaching change towards a new stage. -
What is the difference between configuration and transformation?
- Configuration = state
- Transformation = process -
Configuration is about 2 questions, which?
1. How do different elements of an organization cluster together under particular conditions to define 'states', 'models' or 'ideal' types?
2. How do these different states get sequenced over time to define 'stages', 'periods' and 'lifecycle'? -
How did Darwin made the distinction between splitters and lumpers?
- Splitters: people who like to isolate variables and lay them out along continuous scales and then study the relationships between the pair of them.
= more complex.
- Lumpers: people who see the world in terms of nice, neat categories. Nuanced variability is assumed away in favor of overall clustering. Outliers are ignored in favor of central tendencies.
= more simple/categorial. -
What are the premises of the configurational school?
1. Most of the time embedded in stable configurations and for a distinguishable period they adopt a particular structure matched to a particular type of context. This way, they can engage in particular behaviors giving rise to a particular set of strategies.
2. Periods of stability are interrupted occasionally by a process of transformation - leap to new configuration.
3. These successive states of configuration and periods of transformation may be categorized over time into patterned sequences.
4. The key to strategic management is to sustain stability and recognize the need for periodical major transformation to another configuration.
5. Any school can explain how strategies are made within the organization, but they are found in their own time and in their own context.
6. The resulting strategies take form of plans or patterns, positions or perspectives. -
Why can the configuration school take the form of other schools?
-
What are phases of configuration?
-
Configuration goes through phases. Which transformation comes after which phase?
-
In the configuration studies at McGill University (1970) they discovered that organizations functioned effectively because they put different characteristics together in very complementary ways. What did this finding stimulate?
-
The major research following identified strategies as patterns in actions that sustained themselves for identifiable periods of time. How were these stages lined up against one another to identify distinct stages in the history of the organization?
-
What were the recognized 4 main patterns of how stages tend to sequence themselves over time?
-
Which pattern was most applicable or common in which kind of organization?
-
Most of Danny Miller's research fits into the configuration school. What did he induce? He induced the 10 archetypes of strategy formation(states of strategy, structure, situation and process): 4 of failure and 6 of succes.
-
How did Miller describe changes in organizations?
-
What is the configuration view and who is it for?
-
What were the 4 main trajectories that lead from succes to failure or from constructive configurations to destructive ones?
-
Chandler (1964) came up with pathbreaking work on strategy and structure: the lifecycles of industrial enterprise. This framework suggested oscillation cycles of control and release.
Which 4 chapters did he identify which represented stages in their lifecycles? -
Miles & Snow found 4 (2 extreme, 1 normal and 1 inappropriate one) patterns for organizational adaption, also called the 4 types of configurations, which?
-
What is the strategy, environment, organization's character and example of the prospector?
-
What is the strategy, environment, organization's character and example of the defender?
-
What is the strategy, environment, organization's character and example of the analyzer?
-
What is the strategy, environment, organization's character and example of the reactor?
-
What are the 3 linked dimensions of strategy, structure and managerial style by Allison that she claimed to be different configurations of the mind, whether these exist as distinct realities?
-
What are the 2 dimensions of change?
-
Strategy and organization (and changes in these dimensions) range from?
-
What is the function of a cube?
-
What are 3 different types of change? (they van vary from micro change to macro change.
-
David Urlich described a 5-step process for reengineering. Both the hardware (strategy, structure and systems) and software (employee, behavior and mindset) are represented.
The top-down approach is leader-driven with a dominant view. -
Baden-Fuller (1992) came up with a similar model: the crescendo model of rejuvenation. What were the 4 steps?
-
Others, like Eisenstat & Spector, have described transformation as a more bottom-up process, in which small changes taken within pockets of the organization drive the overall process (exploratory).
What are the 6 steps to effective change for managers? -
What is critique of the configuration school?
-
What is the contribution of the configuration school?
-
What is configuration?
-
What is configuration in strategic context?
-
How does strategic management in the configuration school looks like?
-
What are strategic management concepts in the configuration school?
-
Mintzberg made different configurations of structure and power. These help to understand the fit of the schools with the configurations. How does it look like?
-
What are the different configurations of Mintzberg?
-
What is the entrepreneurial organization?
-
What is the machine organization?
-
What is the professional organization?
-
What is the diversified organization?
-
What is the adhocracy organization?
-
What is the missionary organization?
-
What is the political organization?
-
Which schools match with every type of organization?
-
When concerned of a strategic change, the configuration school differs from other schools because?
-
What are the limitations of the configuration school?
-
Who is the central actor?
-
How is the strategy formed?
-
What is most important?
-
How is the environment viewed?
-
Complex or simple strategies?
-
Loose collection of components or tightly integrated?
-
Unique or generic strategies?
-
How does the organization change?
-
Fits best with which organization?
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