Ficha de revisão: Foundations of Organizational Strategy

📋 Course Outline

1. Scope and objectives of People and Organization Management course
2. Assessment methods and course materials in People and Organization Management
3. Interdisciplinary DEI Capstone Project integrating multiple courses
4. Definition and types of organizations including business categories in France
5. Distinction between for-profit, non-profit, and social enterprises
6. Open versus closed system perspectives on organizations and their environments
7. Core organizational components: mission, strategy, and competitive advantage
8. Dimensions of organization design: contextual and structural characteristics
9. Key structural design elements: formalization, specialization, hierarchy, centralization, and professionalism
10. Concept and components of organizational environment and external sectors
11. Environmental uncertainty: dimensions, effects, and organizational responses
12. Linking strategy, organization design, and effectiveness through competing values and contingency frameworks

📖 1. Scope and objectives of People and Organization Management course

🔑 Key Concepts & Definitions

• Human Resource Management : A field covering HR strategy, roles, trends, practices, tools, and techniques related to recruitment, training, performance management, and compensation.
• Organization Theory and Design : The study of organizations focusing on their types, environments, structures, and effectiveness, including how organizations are designed.

📝 Essential Points

• The main objective of the course is to improve students' analytical skills by integrating practical applications with theoretical foundations.
• The course covers strategic topics such as organization design and people management relevant to students' future careers.
• Sessions progress from an external organizational perspective to internal people management processes like training and performance assessment.
• The first contact with highly strategic topics: organization design and people management.
• Ou main objective: Improving your analytical skills.

💡 Key Takeaway

Understanding the course's dual focus on theory and practice is essential to grasp how strategic organizational and people management concepts apply in real-world contexts.

📖 2. Assessment methods and course materials in People and Organization Management

🔑 Key Concepts & Definitions

• Group exercises : Marked exercises conducted during class sessions that contribute 30% to the final grade, with three exercises assessed as determined by the professor.
• Final exam : An individual, closed-book, pen-and-paper test based on course content, likely consisting only of open questions, accounting for 50% of the final grade.
• MyCourses ASSESSMENT Session : The section on the MyCourses platform where assessment information, including continuous assessment details and exam instructions, is provided.

📝 Essential Points

• Participation accounts for 20% of the final grade, including individual participation, behavior, and contribution in each session.
• Course materials include textbooks 'Organization Theory & Design' and 'Fundamentals of Human Resource Management', plus short texts and articles on MyCourses.

💡 Key Takeaway

A clear understanding of the diverse assessment components and course materials enables effective preparation and engagement throughout the course.

📖 3. Interdisciplinary DEI Capstone Project integrating multiple courses

🔑 Key Concepts & Definitions

• DEI Capstone Project : A semester-long interdisciplinary project requiring students to analyze a diversity, equity, and inclusion topic by integrating learning from People and Organization Management, Philosophy for Managers, and Sustainability in Business courses.

📝 Essential Points

• The DEI Capstone Project is a semester-long interdisciplinary effort involving integration of learning from People and Organization Management, Philosophy for Managers, and Sustainability in Business courses.
• The project includes a midterm exam with 20 multiple-choice questions and coaching sessions for project analysis.
• The project aims to deepen understanding of DEI topics by applying knowledge across multiple disciplines and real organizational settings.

💡 Key Takeaway

The DEI Capstone Project exemplifies the practical integration of interdisciplinary knowledge to address complex diversity, equity, and inclusion challenges in organizations.

📖 4. Definition and types of organizations including business categories in France

🔑 Key Concepts & Definitions

• Organization : A social entity that is goal-directed, deliberately structured and coordinated, and linked to its external environment.
• Grande Entreprise : 5 billion eur Grande Entreprise
• More than 5001 employees Source: https://www.

📝 Essential Points

• Organizations vary widely from large multinational corporations to small family-owned businesses, reflecting diverse structures and purposes.
• Why are organizations so important?

💡 Key Takeaway

Recognizing the formal definitions and classifications of organizations, especially within the French context, is fundamental to understanding organizational diversity and scale.

📖 5. Distinction between for-profit, non-profit, and social enterprises

🔑 Key Concepts & Definitions

• Definition : Social entities that are goal-directed, deliberately structured and coordinated activity systems, and linked to the external environment.
• Social enterprise : Organizations that combine commercial activities generating revenue with the pursuit of social goals, often supporting other social enterprises to achieve desired outcomes efficiently.
• **Organizations For profit
• Produces goods** : Organizations that produce goods and/or services for revenues, compete with other profit-making businesses, require capital or funding, and have shareholders.

📝 Essential Points

• For-profit organizations produce goods or services for revenue, compete in markets, require capital, and have shareholders.
• Non-profit organizations provide services to non-paying clients, focus on intangible goals, and rely on government or private grants and donations for funding.
• • Create value for owners, customers and employees.
• • Produce goods and services efficiently.

💡 Key Takeaway

Understanding the distinct purposes, funding mechanisms, and value creation models differentiates organizational types and informs management approaches.

📖 6. Open versus closed system perspectives on organizations and their environments

🔑 Key Concepts & Definitions

• Current challenges : Issues such as globalization, de-globalization, uncertainty from wars, climate change, economic instability, and rapid technological advancements that organizations face today.
• Closed system : An organizational perspective that considers the organization independently, without accounting for its dependence on or influence over external environmental elements.

📝 Essential Points

• The open system perspective emphasizes the boundary between the organization and its external environment, focusing on interactions and dependencies.
• The closed system perspective ignores the external environment and concentrates solely on internal organizational processes.
• The organizational boundary delineates what is inside the organization versus what constitutes its environment, influencing how organizations respond to external factors.

💡 Key Takeaway

Appreciating the contrast between open and closed system views is crucial for analyzing how organizations interact with and adapt to their environments.

📖 7. Core organizational components: mission, strategy, and competitive advantage

🔑 Key Concepts & Definitions

• Differentiation : Organizations attempt to distinguish their products or services from others in the industry by focusing on uniqueness (e.g.
• Starbucks Corporation Low cost leadership : A strategy that tries to increase market share by emphasizing low cost and efficiency compared to competitors, exemplified by companies like Ryanair and Walmart.
• Competitive advantage : Porter’s competitive strategies Competitive advantage and scope 2.

📝 Essential Points

• The mission describes the organization's vision, shared values, beliefs, and reason for being, communicating official goals to stakeholders.
• Strategy is a plan for interacting with the competitive environment, detailing how to achieve the mission and goals through specific design and management choices.

💡 Key Takeaway

The mission describes the organization's vision, shared values, beliefs, and reason for being, communicating official goals to stakeholders.

📖 8. Dimensions of organization design: contextual and structural characteristics

🔑 Key Concepts & Definitions

• Dimensions of Organization Design YOUR TASK : The framework that analyzes the internal and external characteristics of an organization to understand its structure and functioning.
• Contextual dimensions : Aspects related to the organization as a whole and its broader setting, including size, technology, and environment, which influence organizational design.
• Structural dimensions : Key internal characteristics such as formalization, specialization, hierarchy, centralization, and professionalism that define how tasks and authority are organized.

📝 Essential Points

• Contextual dimensions refer to the organization as a whole and its broader setting, including size, technology, and environment.
• Analyzing organization design dimensions helps identify similarities, differences, and challenges faced by organizations based on their structure.

💡 Key Takeaway

Grasping the dual contextual and structural dimensions is essential for diagnosing and designing effective organizational forms.

📖 9. Key structural design elements: formalization, specialization, hierarchy, centralization, and professionalism

🔑 Key Concepts & Definitions

• Formalization : Explicit job descriptions, lots of organization rules, clearly defined procedures.
• Specialization : Each employee performs only a narrow range of tasks.
• Centralization : The degree to which decision-making authority is concentrated at a single point in the organization, typically top management, with high centralization meaning decisions are made at the top and decentralization allowing lower-level personnel to make decisions autonomously.
• Hierarchy of authority : The reporting relationships and span of control within an organization, including vertical differentiation measured by the number of hierarchical levels.
• Professionalism : Many years of required education or training.

📝 Essential Points

• Formalization involves explicit job descriptions, many organizational rules, and clearly defined procedures, with high formalization indicating a high degree of standardization.
• Specialization divides organizational tasks into separate jobs, with extreme specialization meaning employees perform only narrow task ranges.
• Centralization measures the concentration of decision-making authority, where high centralization means top management controls decisions and decentralization allows lower levels to make decisions autonomously.

💡 Key Takeaway

Formalization involves explicit job descriptions, many organizational rules, and clearly defined procedures, with high formalization indicating a high degree of standardization.

📖 10. Concept and components of organizational environment and external sectors

🔑 Key Concepts & Definitions

• Organizational environment : All elements that exist outside the boundary of the organization and have the potential to affect all or part of the organization.
• External environment that contain similar :
  • Sectors are subdivisions of the external environment that contain similar elements.
• External sectors :
  • Domain is the chosen territory of action defining the niche and external sectors with which the organization interacts to accomplish its goals.

📝 Essential Points

• The organizational environment includes all external elements outside the organization that can influence its functioning.
• The domain is the specific area of activity that defines the organization's niche and the external sectors it interacts with.
• Understanding the organizational environment helps identify opportunities and threats that impact organizational performance.
• Examples: administrative ratio, clerical ratio, management ratio TITRE DU DOCUMENT Organizational Environment is defined as all elements that exist outside the boundary of the organization and have the potential to affect all or part of the organization.

💡 Key Takeaway

Recognizing the multifaceted external environment and its sectors is vital for strategic organizational analysis and adaptation.

📖 11. Environmental uncertainty: dimensions, effects, and organizational responses

🔑 Key Concepts & Definitions

• Environmental uncertainty : A condition created when decision makers lack sufficient information about environmental factors and are unable to predict external changes, increasing the risk of failure and complexity in organizational responses.
• Simple-complex dimension : Heterogeneity (number and dissimilarity) of external elements relevant to an organization’s operation.
• Stable-unstable dimension : The dynamism of environmental elements, reflecting the rate of change or stability in the environment.
• Dimensions : The events occurring in the environment can be described along several dimensions:
  • Stable or unstable.

📝 Essential Points

• Environmental uncertainty arises when decision makers lack sufficient information about external factors and cannot predict changes, which increases risk and complexity.
• The simple-complex dimension refers to the heterogeneity and dissimilarity of external elements relevant to the organization.
• The stable-unstable dimension reflects the dynamism or rate of change in environmental elements.
• Organizations must assess environmental uncertainty to adapt strategies and structures appropriately to mitigate risks and exploit opportunities.
• Environmental Uncertainty TITRE DU DOCUMENT Uncertainty:
  • Is created when decision makers don’t have sufficient information about environmental factors
  • Happens when decision makers are unable to predict external changes
  • increases the risk of failure for organizational responses
  • makes it difficult to predict and assess costs and probabilities associated with alternatives.

💡 Key Takeaway

Environmental uncertainty arises when decision makers lack sufficient information about external factors and cannot predict changes, which increases risk and complexity.

📖 12. Linking strategy, organization design, and effectiveness through competing values and contingency frameworks

🔑 Key Concepts & Definitions

• Competing Values Model : A framework that combines several indicators of organizational effectiveness into a single model, recognizing that there are disagreements and competing viewpoints on what constitutes success.
• Contingency Framework : A model that assesses environmental uncertainty and suggests that organizational responses and designs must align with the level of uncertainty and contextual factors to achieve effectiveness.
• Organization design and effectiveness : The process of structuring an organization to align with its strategic goals and environmental conditions in order to optimize performance.

📝 Essential Points

• The Competing Values Model combines several indicators of effectiveness into a single framework, acknowledging differing and competing viewpoints on success.
• Effectiveness should be measured with appropriate KPIs reflecting the organization's strategic goals and environmental conditions.
• Linking strategy and organization design through these frameworks helps organizations balance competing demands and optimize performance.
• Environmental Uncertainty TITRE DU DOCUMENT Uncertainty:
  • Is created when decision makers don’t have sufficient information about environmental factors
  • Happens when decision makers are unable to predict external changes
  • increases the risk of failure for organizational responses
  • makes it difficult to predict and assess costs and probabilities associated with alternatives.

💡 Key Takeaway

Applying competing values and contingency frameworks clarifies how strategy and design choices influence organizational effectiveness in varying contexts.

🧩 Additional Source Details

1. Study this source detail: - School of Management, Campus de Lille et Paris PEOPLE AND ORGANIZATION MANAGEMENT POM SESSION 1: Course Introduction and the Organization Environment Session 1 WHAT IS THIS COURSE ABOUT? People and Organization Managem (Source: "- School of Management, Campus de Lille et Paris PEOPLE AND ORGANIZATION MANAGEMENT POM SESSION 1: Course Introduction and the Organization Environment Session 1 WHAT IS THIS COURSE ABOUT? People and Organization Management Human Resource Management Organization Theory and Design • HR strategy, roles and trends • HR practices, tools and techniques •")
2. Study this source detail: People and Organization Management Human Resource Management Organization Theory and Design • HR strategy, roles and trends • HR practices, tools and techniques • Understanding organizations • Organization types, environ (Source: "People and Organization Management Human Resource Management Organization Theory and Design • HR strategy, roles and trends • HR practices, tools and techniques • Understanding organizations • Organization types, environment • Organization structure and effectiveness Session 1 WHAT IS THIS COURSE ABOUT? Ou main objective: Improving your analytical skills.")
3. Study this source detail: IS THIS COURSE ABOUT? Ou main objective: Improving your analytical skills. This course is strongly based in practice, but grounded on theory. Practice Theory Allows us to understand different contexts: an abstract knowle (Source: "IS THIS COURSE ABOUT? Ou main objective: Improving your analytical skills. This course is strongly based in practice, but grounded on theory. Practice Theory Allows us to understand different contexts: an abstract knowledge Serves as contextual examples to be analyzed and generalized by Session 1 WHY IS THIS COURSE IMPORTANT TO YOU? The first contact")
4. Study this source detail: by Session 1 WHY IS THIS COURSE IMPORTANT TO YOU? The first contact with highly strategic topics: organization design and people management. All topics we cover will be lived by you at some point in your career. COURSE O (Source: "by Session 1 WHY IS THIS COURSE IMPORTANT TO YOU? The first contact with highly strategic topics: organization design and people management. All topics we cover will be lived by you at some point in your career. COURSE OUTLINE Session 1 1.Course Introduction, Organization Environment Organization Structure Archetypes People management trends and")
5. Study this source detail: Organization Structure Archetypes People management trends and in-class exam Recruitment & Selection Training and Development Performance Management and compensation • 6 sessions organized from a broader, external perspe (Source: "Organization Structure Archetypes People management trends and in-class exam Recruitment & Selection Training and Development Performance Management and compensation • 6 sessions organized from a broader, external perspective (the organization and its environment) to the internal processes involving people (e.g. training, assessing performance). •")
6. Study this source detail: processes involving people (e.g. training, assessing performance). • Based on several in-class group work and discussions. People management trends TEXTBOOKS Session 1 Classes 1 and 2: ‘Organization Theory & Design’, Ava (Source: "processes involving people (e.g. training, assessing performance). • Based on several in-class group work and discussions. People management trends TEXTBOOKS Session 1 Classes 1 and 2: ‘Organization Theory & Design’, Available on MyCourses. TEXTBOOKS Session 1 Classes 4, 5 and 6: ‘Fundamentals of Human Resource Management’, Available at the library.")
7. Study this source detail: and 6: ‘Fundamentals of Human Resource Management’, Available at the library. Short texts with cases Session 1 Class 2 – Three Types of Silos That Stifle Collaboration—and How to Dismantle Them Class 3 – Is AI in recruit (Source: "and 6: ‘Fundamentals of Human Resource Management’, Available at the library. Short texts with cases Session 1 Class 2 – Three Types of Silos That Stifle Collaboration—and How to Dismantle Them Class 3 – Is AI in recruitment a 'race to the bottom’? Class 5 – Managing with biometric data requires transparency and trust All articles are available on MyCourses")
8. Study this source detail: data requires transparency and trust All articles are available on MyCourses TEXTBOOK Session 1 Additional Resources: - Uploaded documents on MyCourses ASSESSMENT Session 1 • In-class performance: continuous assessment, (Source: "data requires transparency and trust All articles are available on MyCourses TEXTBOOK Session 1 Additional Resources: - Uploaded documents on MyCourses ASSESSMENT Session 1 • In-class performance: continuous assessment, individual participation, behavior and contribution in each session all count towards your final grade. Participation (20%) • Exercises to")
9. Study this source detail: all count towards your final grade. Participation (20%) • Exercises to be held in class, linked to the classes’ content. • Each exercise will be 10% of your final marks – your professor will decide which exercises will b (Source: "all count towards your final grade. Participation (20%) • Exercises to be held in class, linked to the classes’ content. • Each exercise will be 10% of your final marks – your professor will decide which exercises will be marked and will inform you before you start. Group exercises (30%) • Individual pen and paper closed-book exam based on the course")
10. Study this source detail: (30%) • Individual pen and paper closed-book exam based on the course content. • It will likely be composed of open questions only. Final exam (50%) Additional information on MyCourses ASSESSMENT Session 1 Class 1 Class (Source: "(30%) • Individual pen and paper closed-book exam based on the course content. • It will likely be composed of open questions only. Final exam (50%) Additional information on MyCourses ASSESSMENT Session 1 Class 1 Class 2 Class 3 Class 4 Class 5 Class 6 Final exam (50%) Open questions only Participation (20%) Your professor will inform you in the")
11. Study this source detail: questions only Participation (20%) Your professor will inform you in the first class how you will be assessed Group exercises (30%) 3 exercises during class will be marked. Your professor will inform you before you start (Source: "questions only Participation (20%) Your professor will inform you in the first class how you will be assessed Group exercises (30%) 3 exercises during class will be marked. Your professor will inform you before you start Articles Session 1 Cross-topic academic papers: ‘Fooled by diversity? When diversity initiatives exacerbate rather than mitigate bias")
12. Study this source detail: diversity? When diversity initiatives exacerbate rather than mitigate bias and inequality’, A brave new world of human resources research: navigating perils and identifying grand challenges of the GenAI revolution Both a (Source: "diversity? When diversity initiatives exacerbate rather than mitigate bias and inequality’, A brave new world of human resources research: navigating perils and identifying grand challenges of the GenAI revolution Both articles are available on MyCourses They will be used in the final exam and are also linked to the capstone project S4 DEI Capstone Project")
13. Study this source detail: exam and are also linked to the capstone project S4 DEI Capstone Project • Semester-long terdisciplinary project • Students assigned to understand and analyze one topic • Need to integrate learning from 3 courses • Midte (Source: "exam and are also linked to the capstone project S4 DEI Capstone Project • Semester-long terdisciplinary project • Students assigned to understand and analyze one topic • Need to integrate learning from 3 courses • Midterm exam: 20 MCQs Coordinators: Ilya & Julie Philosophy for Managers Sustainability in Business People & Organization Management DEI")
14. Study this source detail: Managers Sustainability in Business People & Organization Management DEI Project 3 Courses feed the project • Sustainability in Business • People and Organizations Management • Philosophy for Managers • 8 topics/ themes (Source: "Managers Sustainability in Business People & Organization Management DEI Project 3 Courses feed the project • Sustainability in Business • People and Organizations Management • Philosophy for Managers • 8 topics/ themes (pick one) • Disability • Class • Cultural • Religion • Race • Gender • Age • Sexuality Objective: understanding the topic, working on a")
15. Study this source detail: • Gender • Age • Sexuality Objective: understanding the topic, working on a ‘real-life’ company, and integrating content from courses in S4 Coaching: POM Class 3 • Overview of your analysis SESSION OBJECTIVES Session 1 1 (Source: "• Gender • Age • Sexuality Objective: understanding the topic, working on a ‘real-life’ company, and integrating content from courses in S4 Coaching: POM Class 3 • Overview of your analysis SESSION OBJECTIVES Session 1 1. Be aware of the different types of organizations and how they are influenced by the external environment 2. Describe and identify the")
16. Study this source detail: are influenced by the external environment 2. Describe and identify the different perspectives and dimensions of organization design 3. Explain the links between strategy, organization design and effectiveness At the end (Source: "are influenced by the external environment 2. Describe and identify the different perspectives and dimensions of organization design 3. Explain the links between strategy, organization design and effectiveness At the end of this session, students should be able to: Each class has three main guiding objectives • Chapters 1, 2, 3 & 5 Book chapters 16 Book")
17. Study this source detail: three main guiding objectives • Chapters 1, 2, 3 & 5 Book chapters 16 Book "Organization Theory and Design" 1. Be aware of the different types of organizations and how they are influenced by the external environment What (Source: "three main guiding objectives • Chapters 1, 2, 3 & 5 Book chapters 16 Book "Organization Theory and Design" 1. Be aware of the different types of organizations and how they are influenced by the external environment What is an organization? Why are organizations so important? Can you give examples of organizations? What is an organization? • Definition:")
18. Study this source detail: you give examples of organizations? What is an organization? • Definition: organizations are (1) social entities that (2) are goal-directed, (3) are designed as deliberately structured and coordinated activity systems, a (Source: "you give examples of organizations? What is an organization? • Definition: organizations are (1) social entities that (2) are goal-directed, (3) are designed as deliberately structured and coordinated activity systems, and (4) linked to the external environment. • Types of organizations • Large, multinational corporations vs. small family owned businesses.")
19. Study this source detail: • Large, multinational corporations vs. small family owned businesses. • For-profit business vs. non-profit organizations. Categories of business organizations in France Microentreprise • Less than 10 employees • Turnove (Source: "• Large, multinational corporations vs. small family owned businesses. • For-profit business vs. non-profit organizations. Categories of business organizations in France Microentreprise • Less than 10 employees • Turnover less than 2 million eur Petite et Moyenne Entreprise (PME) • Less than 250 employees • Turnover less than 43 million eur Entreprise")
20. Study this source detail: • Less than 250 employees • Turnover less than 43 million eur Entreprise de taille intermediare (ETI) • Less than 5000 employees • Turnover less than 1.5 billion eur Grande Entreprise • More than 5001 employees Source: h (Source: "• Less than 250 employees • Turnover less than 43 million eur Entreprise de taille intermediare (ETI) • Less than 5000 employees • Turnover less than 1.5 billion eur Grande Entreprise • More than 5001 employees Source: https://www.economie.gouv.fr/cedef/definition-petites-et-moyennes-entreprises ; 2021 data For profit vs non-profit organizations For")
21. Study this source detail: ; 2021 data For profit vs non-profit organizations For profit • Produces goods and/or services for revenues • Competes with other profit-making businesses • Needs capital / funding • Has shareholders Non-profit • Service (Source: "; 2021 data For profit vs non-profit organizations For profit • Produces goods and/or services for revenues • Competes with other profit-making businesses • Needs capital / funding • Has shareholders Non-profit • Services provided to non-paying clients • Focus on intangible goals • Financial resources from government or private grants,")
22. Study this source detail: intangible goals • Financial resources from government or private grants, donations Social enterprises: organizations that strive to combine commercial activity generating revenue with the pursuit of social goals A socia (Source: "intangible goals • Financial resources from government or private grants, donations Social enterprises: organizations that strive to combine commercial activity generating revenue with the pursuit of social goals A social enterprise that helps other social enterprises • Bring together resources to achieve desired goals and outcomes. • Produce goods and")
23. Study this source detail: resources to achieve desired goals and outcomes. • Produce goods and services efficiently. • Create value for owners, customers and employees. Current challenges: - Globalization and De-globalization - Uncertainty: Wars, (Source: "resources to achieve desired goals and outcomes. • Produce goods and services efficiently. • Create value for owners, customers and employees. Current challenges: - Globalization and De-globalization - Uncertainty: Wars, climate change, Economic instability - Rapid technological advancements Importance of organizations Give examples of actual/specific")
24. Study this source detail: advancements Importance of organizations Give examples of actual/specific challenges faced by organizations based on these three topics Open system thinking pays attention to the (open) boundary between the organization (Source: "advancements Importance of organizations Give examples of actual/specific challenges faced by organizations based on these three topics Open system thinking pays attention to the (open) boundary between the organization and its context (environment). Closed system design focuses exclusively upon the organization without consideration of its dependence")
25. Study this source detail: exclusively upon the organization without consideration of its dependence upon or capacity to influence elements comprising its context. Open vs closed system Basic parts of an organization Mission  It describes the org (Source: "exclusively upon the organization without consideration of its dependence upon or capacity to influence elements comprising its context. Open vs closed system Basic parts of an organization Mission  It describes the organization’s vision, its shared values and beliefs and its reason for being.  It sometimes called the official goals.  A mission")
26. Study this source detail: for being.  It sometimes called the official goals.  A mission statement communicates to internal and external stakeholders. Organizational purpose Strategy  The strategy is a plan for interacting with the competitive (Source: "for being.  It sometimes called the official goals.  A mission statement communicates to internal and external stakeholders. Organizational purpose Strategy  The strategy is a plan for interacting with the competitive environment.  Managers must select specific strategy and design options in order to achieve official and operative goals within its")
27. Study this source detail: design options in order to achieve official and operative goals within its competitive environment.  HOW to reach the mission and goals. Starbucks Corporation Low cost leadership: this strategy tries to increase market (Source: "design options in order to achieve official and operative goals within its competitive environment.  HOW to reach the mission and goals. Starbucks Corporation Low cost leadership: this strategy tries to increase market share by emphasizing low cost and efficiency compared to competitors (e.g. Ryanair, Walmart). Differentiation: organizations attempt to")
28. Study this source detail: (e.g. Ryanair, Walmart). Differentiation: organizations attempt to distinguish their products or services from others in the industry by focusing on uniqueness (e.g. Apple, Mercedes-Benz). Focus: this strategy emphasizes (Source: "(e.g. Ryanair, Walmart). Differentiation: organizations attempt to distinguish their products or services from others in the industry by focusing on uniqueness (e.g. Apple, Mercedes-Benz). Focus: this strategy emphasizes either low cost or differentiation. The organization concentrates on a specific regional market or buyer group (e.g. Puma, Louis")
29. Study this source detail: concentrates on a specific regional market or buyer group (e.g. Puma, Louis Vuitton). Porter’s competitive strategies Competitive advantage and scope 2. Describe and identify the different perspectives and dimensions of (Source: "concentrates on a specific regional market or buyer group (e.g. Puma, Louis Vuitton). Porter’s competitive strategies Competitive advantage and scope 2. Describe and identify the different perspectives and dimensions of organization design Dimensions of Organization Design Contextual dimensions: the organization as a whole + broader organizational setting")
30. Study this source detail: dimensions: the organization as a whole + broader organizational setting Structural dimensions: key internal characteristics of the organization Let’s practice! Dimensions of Organization Design YOUR TASK: • Analyze the (Source: "dimensions: the organization as a whole + broader organizational setting Structural dimensions: key internal characteristics of the organization Let’s practice! Dimensions of Organization Design YOUR TASK: • Analyze the organization design dimensions of each company (use sheet provided) • What are the key similarities and differences? • What challenges")
31. Study this source detail: provided) • What are the key similarities and differences? • What challenges can each organization face based on how they are designed? Dimensions of Organization Design TITRE DU DOCUMENT Degree to which jobs within the (Source: "provided) • What are the key similarities and differences? • What challenges can each organization face based on how they are designed? Dimensions of Organization Design TITRE DU DOCUMENT Degree to which jobs within the organization are standardized. - High formalization : explicit job descriptions, lots of organization rules, clearly defined procedures. -")
32. Study this source detail: job descriptions, lots of organization rules, clearly defined procedures. - Low formalization : relatively non-programmed job behaviors, discretion in task development. Formalization Specialization Degree to which organi (Source: "job descriptions, lots of organization rules, clearly defined procedures. - Low formalization : relatively non-programmed job behaviors, discretion in task development. Formalization Specialization Degree to which organizational tasks are subdivided into separate jobs. - Extreme specialization: each employee performs only a narrow range of tasks. Hierarchy")
33. Study this source detail: each employee performs only a narrow range of tasks. Hierarchy of authority informs on who reports to whom, and the span of control of each manager. - Vertical differentiation (VD): number of hierarchical levels. Degree (Source: "each employee performs only a narrow range of tasks. Hierarchy of authority informs on who reports to whom, and the span of control of each manager. - Vertical differentiation (VD): number of hierarchical levels. Degree to which jobs decision making is concentrated at a single point in the organization - Centralization : the center/ top")
34. Study this source detail: a single point in the organization - Centralization : the center/ top management makes all decisions with little or no input from the peripheries/ lower- level personnel. - Decentralization : the peripheries / lower-leve (Source: "a single point in the organization - Centralization : the center/ top management makes all decisions with little or no input from the peripheries/ lower- level personnel. - Decentralization : the peripheries / lower-level personnel can make decisions autonomously. Centralization TITRE DU DOCUMENTVertical Dimension vs span of control Span of control 4, 7")
35. Study this source detail: TITRE DU DOCUMENTVertical Dimension vs span of control Span of control 4, 7 levels Span of control 8, 5 levels 4096 workers 512 8 64 1 4096 workers 64 256 1024 4 16 1 TITRE DU DOCUMENT Professionalism Level of formal edu (Source: "TITRE DU DOCUMENTVertical Dimension vs span of control Span of control 4, 7 levels Span of control 8, 5 levels 4096 workers 512 8 64 1 4096 workers 64 256 1024 4 16 1 TITRE DU DOCUMENT Professionalism Level of formal education and training of the employees. High professionalism: many years of required education or training. Personnel ratios Share of people")
36. Study this source detail: years of required education or training. Personnel ratios Share of people to various functions and departments. Examples: administrative ratio, clerical ratio, management ratio TITRE DU DOCUMENT Organizational Environmen (Source: "years of required education or training. Personnel ratios Share of people to various functions and departments. Examples: administrative ratio, clerical ratio, management ratio TITRE DU DOCUMENT Organizational Environment is defined as all elements that exist outside the boundary of the organization and have the potential to affect all or part of the")
37. Study this source detail: of the organization and have the potential to affect all or part of the organization. • Domain is the chosen territory of action defining the niche and external sectors with which the organization interacts to accomplish (Source: "of the organization and have the potential to affect all or part of the organization. • Domain is the chosen territory of action defining the niche and external sectors with which the organization interacts to accomplish its goals. • Sectors are subdivisions of the external environment that contain similar elements. Organizational Environment TITRE DU")
38. Study this source detail: that contain similar elements. Organizational Environment TITRE DU DOCUMENT(a) Competitors, industry size and competitiveness, related industries. (b) Suppliers, manufacturers, real estates, services. (c) Labor market, e (Source: "that contain similar elements. Organizational Environment TITRE DU DOCUMENT(a) Competitors, industry size and competitiveness, related industries. (b) Suppliers, manufacturers, real estates, services. (c) Labor market, employment agencies, universities, training schools, employees in other firms, unionization. (d) Stock markets, banks, savings and")
39. Study this source detail: in other firms, unionization. (d) Stock markets, banks, savings and loans, private investors. (e) Customers, clients, potential users of products and services. (f) Techniques of production, science, computers, informatio (Source: "in other firms, unionization. (d) Stock markets, banks, savings and loans, private investors. (e) Customers, clients, potential users of products and services. (f) Techniques of production, science, computers, information technology, e-commerce. (g) Recession, unemployment rate, inflation rate, rate of investment, economics. (h) City, State, federal")
40. Study this source detail: inflation rate, rate of investment, economics. (h) City, State, federal laws and regulations, taxes, services, court system, political processes. (i) Age, values, beliefs, education, religion, work ethic, consumer and gr (Source: "inflation rate, rate of investment, economics. (h) City, State, federal laws and regulations, taxes, services, court system, political processes. (i) Age, values, beliefs, education, religion, work ethic, consumer and green movements. (j) Competition from and acquisition by foreign forms, entry into overseas markets, foreign customers, regulations,")
41. Study this source detail: forms, entry into overseas markets, foreign customers, regulations, exchange rate. 3. Explain the links between strategy, organization design and effectiveness Effectiveness approaches How should we measure the organizat (Source: "forms, entry into overseas markets, foreign customers, regulations, exchange rate. 3. Explain the links between strategy, organization design and effectiveness Effectiveness approaches How should we measure the organization’s effectiveness? With what KPIs? Approaches to effectiveness values Competing Values Model: • Combines several indicators of")
42. Study this source detail: values Competing Values Model: • Combines several indicators of effectiveness into a single framework • Assumes there are disagreements and competing viewpoints 48 Strategy, Organization Design and Results Do these two c (Source: "values Competing Values Model: • Combines several indicators of effectiveness into a single framework • Assumes there are disagreements and competing viewpoints 48 Strategy, Organization Design and Results Do these two companies face the same level of uncertainty in their daily operations? Environmental Uncertainty TITRE DU DOCUMENT How does the")
43. Study this source detail: daily operations? Environmental Uncertainty TITRE DU DOCUMENT How does the environment influence an organization? The events occurring in the environment can be described along several dimensions: • Stable or unstable. • (Source: "daily operations? Environmental Uncertainty TITRE DU DOCUMENT How does the environment influence an organization? The events occurring in the environment can be described along several dimensions: • Stable or unstable. • Simple or complex. • Whether available resources are concentrated or dispersed (richness; availability). The dimensions boil down to two")
44. Study this source detail: or dispersed (richness; availability). The dimensions boil down to two essential ways: • The need for information about the environment. • The need for resources from the environment. Environmental Uncertainty TITRE DU D (Source: "or dispersed (richness; availability). The dimensions boil down to two essential ways: • The need for information about the environment. • The need for resources from the environment. Environmental Uncertainty TITRE DU DOCUMENT Uncertainty: • Is created when decision makers don’t have sufficient information about environmental factors • Happens when")
45. Study this source detail: have sufficient information about environmental factors • Happens when decision makers are unable to predict external changes • increases the risk of failure for organizational responses • makes it difficult to predict a (Source: "have sufficient information about environmental factors • Happens when decision makers are unable to predict external changes • increases the risk of failure for organizational responses • makes it difficult to predict and assess costs and probabilities associated with alternatives. Simple-complex dimension: heterogeneity (number and dissimilarity) of")
46. Study this source detail: Simple-complex dimension: heterogeneity (number and dissimilarity) of external elements relevant to an organization’s operation. Stable-unstable dimension: dynamism of the element in the environment. Environmental Uncert (Source: "Simple-complex dimension: heterogeneity (number and dissimilarity) of external elements relevant to an organization’s operation. Stable-unstable dimension: dynamism of the element in the environment. Environmental Uncertainty TITRE DU DOCUMENT Framework for assessing environmental uncertainty TITRE DU DOCUMENT Contingency Framework for Environment")
47. Study this source detail: uncertainty TITRE DU DOCUMENT Contingency Framework for Environment Uncertainty and Organizational Responses SESSION OBJECTIVES Session 1 SESSION 1: Organization Dimensions and Environment 1. Be aware of the different ty (Source: "uncertainty TITRE DU DOCUMENT Contingency Framework for Environment Uncertainty and Organizational Responses SESSION OBJECTIVES Session 1 SESSION 1: Organization Dimensions and Environment 1. Be aware of the different types of organizations and how they are influenced by the external environment 2. Describe and identify the different perspectives and")
48. Study this source detail: external environment 2. Describe and identify the different perspectives and dimensions of organization design 3. Explain the links between strategy, organization design and effectiveness END OF SESSION 1 Next session: • (Source: "external environment 2. Describe and identify the different perspectives and dimensions of organization design 3. Explain the links between strategy, organization design and effectiveness END OF SESSION 1 Next session: • Read the PDF on Organization Fundamentals: Organization Structure Archetypes (uploaded on MyCourses) – Chap.4 • Read the article “Three")
49. Study this source detail: IÉSEG - School of Management, Campus de Lille et Paris PEOPLE AND ORGANIZATION MANAGEMENT POM SESSION 1: Course Introduction and the Organization Environment Session 1 WHAT IS THIS COURSE ABOUT? People and Organization M (Source: "IÉSEG - School of Management, Campus de Lille et Paris PEOPLE AND ORGANIZATION MANAGEMENT POM SESSION 1: Course Introduction and the Organization Environment Session 1 WHAT IS THIS COURSE ABOUT? People and Organization Management Human Resource Management Organization Theory and")
50. Study this source detail: Practice Theory Allows us to understand different contexts: an abstract knowledge Serves as contextual examples to be analyzed and generalized by Session 1 WHY IS THIS COURSE IMPORTANT TO YOU? The first contact with high (Source: "Practice Theory Allows us to understand different contexts: an abstract knowledge Serves as contextual examples to be analyzed and generalized by Session 1 WHY IS THIS COURSE IMPORTANT TO YOU? The first contact with highly strategic topics: organization design and people manageme")
51. Study this source detail: Short texts with cases Session 1 Class 2 – Three Types of Silos That Stifle Collaboration—and How to Dismantle Them Class 3 – Is AI in recruitment a 'race to the bottom’? Class 5 – Managing with biometric data requires t (Source: "Short texts with cases Session 1 Class 2 – Three Types of Silos That Stifle Collaboration—and How to Dismantle Them Class 3 – Is AI in recruitment a 'race to the bottom’? Class 5 – Managing with biometric data requires transparency and trust All articles are available on MyCourse")
52. Study this source detail: Class 5 – Managing with biometric data requires transparency and trust All articles are available on MyCourses TEXTBOOK Session 1 Additional Resources: - Uploaded documents on MyCourses ASSESSMENT Session 1 • In-class pe (Source: "Class 5 – Managing with biometric data requires transparency and trust All articles are available on MyCourses TEXTBOOK Session 1 Additional Resources: - Uploaded documents on MyCourses ASSESSMENT Session 1 • In-class performance: continuous assessment, individual participation, behavior and contribution in each session all count towards your final grade")
53. Study this source detail: • Each exercise will be 10% of your final marks – your professor will decide which exercises will be marked and will inform you before you start (Source: "• Each exercise will be 10% of your final marks – your professor will decide which exercises will be marked and will inform you before you start")
54. Study this source detail: Your professor will inform you before you start Articles Session 1 Cross-topic academic papers: ‘Fooled by diversity? When diversity initiatives exacerbate rather than mitigate bias and inequality’, A brave new world of (Source: "Your professor will inform you before you start Articles Session 1 Cross-topic academic papers: ‘Fooled by diversity? When diversity initiatives exacerbate rather than mitigate bias and inequality’, A brave new world of human resources research: navigating perils and identifying")
55. Study this source detail: lity • Class • Cultural • Religion • Race • Gender • Age • Sexuality Objective: understanding the topic, working on a ‘real-life’ company, and integrating content from courses in S4 Coaching: POM Class 3 • Overview of yo (Source: "lity • Class • Cultural • Religion • Race • Gender • Age • Sexuality Objective: understanding the topic, working on a ‘real-life’ company, and integrating content from courses in S4 Coaching: POM Class 3 • Overview of your analysis SESSION OBJECTIVES Session 1 1. Be aware of the different types of organizations and how they are influenced by the external...")
56. Study this source detail: 3. Explain the links between strategy, organization design and effectiveness At the end of this session, students should be able to: Each class has three main guiding objectives • Chapters 1, 2, 3 & 5 Book chapters 16 Bo (Source: "3. Explain the links between strategy, organization design and effectiveness At the end of this session, students should be able to: Each class has three main guiding objectives • Chapters 1, 2, 3 & 5 Book chapters 16 Book "Organization Theory and Design" 1")
57. Study this source detail: Be aware of the different types of organizations and how they are influenced by the external environment What is an organization? Why are organizations so important? Can you give examples of organizations? What is an org (Source: "Be aware of the different types of organizations and how they are influenced by the external environment What is an organization? Why are organizations so important? Can you give examples of organizations? What is an organization? • Definition: organizations are (1) social entiti")
58. Study this source detail: 2021 data For profit vs non-profit organizations For profit (Source: "2021 data For profit vs non-profit organizations For profit")
59. Study this source detail: ial enterprises: organizations that strive to combine commercial activity generating revenue with the pursuit of social goals A social enterprise that helps other social enterprises • Bring together resources to (Source: "ial enterprises: organizations that strive to combine commercial activity generating revenue with the pursuit of social goals A social enterprise that helps other social enterprises • Bring together resources to")
60. Study this source detail: Current challenges: - Globalization and De-globalization - Uncertainty: Wars, climate change, Economic instability - Rapid technological advancements Importance of organizations Give examples of actual/specific challenge (Source: "Current challenges: - Globalization and De-globalization - Uncertainty: Wars, climate change, Economic instability - Rapid technological advancements Importance of organizations Give examples of actual/specific challenges faced by organizations based on these three topics Open system thinking pays attention to the (open) boundary between the organization...")
61. Study this source detail: Open vs closed system Basic parts of an organization Mission  It describes the organization’s vision, its shared values and beliefs and its reason for being. (Source: "Open vs closed system Basic parts of an organization Mission  It describes the organization’s vision, its shared values and beliefs and its reason for being.")
62. Study this source detail: Starbucks Corporation Low cost leadership: this strategy tries to increase market share by emphasizing low cost and efficiency compared to competitors (e (Source: "Starbucks Corporation Low cost leadership: this strategy tries to increase market share by emphasizing low cost and efficiency compared to competitors (e")
63. Study this source detail: 2. Describe and identify the different perspectives and dimensions of organization design Dimensions of Organization Design Contextual dimensions: the organization as a whole + broader organizational setting Structural d (Source: "2. Describe and identify the different perspectives and dimensions of organization design Dimensions of Organization Design Contextual dimensions: the organization as a whole + broader organizational setting Structural dimensions: key internal characteristics of the organization Let’s practice")
64. Study this source detail: - High formalization : explicit job descriptions, lots of organization rules, clearly defined procedures (Source: "- High formalization : explicit job descriptions, lots of organization rules, clearly defined procedures")
65. Study this source detail: - Decentralization : the peripheries / lower-level personnel can make decisions autonomously (Source: "- Decentralization : the peripheries / lower-level personnel can make decisions autonomously")
66. Study this source detail: High professionalism: many years of required education or training (Source: "High professionalism: many years of required education or training")
67. Study this source detail: oyment agencies, universities, training schools, employees in other firms, unionization. (Source: "oyment agencies, universities, training schools, employees in other firms, unionization.")
68. Study this source detail: 3. Explain the links between strategy, organization design and effectiveness Effectiveness approaches How should we measure the organization’s effectiveness (Source: "3. Explain the links between strategy, organization design and effectiveness Effectiveness approaches How should we measure the organization’s effectiveness")
69. Study this source detail: Explain the links between strategy, organization design and effectiveness Effectiveness approaches How should we measure the organization’s effectiveness? With what KPIs? Approaches to effectiveness values Competing Valu (Source: "Explain the links between strategy, organization design and effectiveness Effectiveness approaches How should we measure the organization’s effectiveness? With what KPIs? Approaches to effectiveness values Competing Values Model: • Combines several indicators of effectiveness int")
70. Study this source detail: The dimensions boil down to two essential ways: • The need for information about the environment (Source: "The dimensions boil down to two essential ways: • The need for information about the environment")
71. Study this source detail: tal Uncertainty TITRE DU DOCUMENT Framework for assessing environmental uncertainty TITRE DU DOCUMENT Contingency Framework for Environment Uncertainty and Organizational Responses SESSION OBJECTIVES Session 1 SESSION 1: (Source: "tal Uncertainty TITRE DU DOCUMENT Framework for assessing environmental uncertainty TITRE DU DOCUMENT Contingency Framework for Environment Uncertainty and Organizational Responses SESSION OBJECTIVES Session 1 SESSION 1: Organization Dimensions and Environment 1. Be aware of the different types of organizations and how they are influenced by the external...")
72. Study this source detail: 3. Explain the links between strategy, organization design and effectiveness END OF SESSION 1 Next session: • Read the PDF on Organization Fundamentals: Organization Structure Archetypes (uploaded on MyCourses) – Chap (Source: "3. Explain the links between strategy, organization design and effectiveness END OF SESSION 1 Next session: • Read the PDF on Organization Fundamentals: Organization Structure Archetypes (uploaded on MyCourses) – Chap")
73. Study this source detail: 1. Be aware of the different types of organizations and how they are influenced by the external environment 2 (Source: "1. Be aware of the different types of organizations and how they are influenced by the external environment 2")
74. Study this source detail: ls: Organization Structure Archetypes (uploaded on MyCourses) – Chap.4 • Read the article “Three types of SILOS” (Source: "ls: Organization Structure Archetypes (uploaded on MyCourses) – Chap.4 • Read the article “Three types of SILOS”")
75. Study this source detail: Environmental Uncertainty TITRE DU DOCUMENT How does the environment influence an organization? The events occurring in the environment can be described along several dimensions: • Stable or unstable. • Simple or complex (Source: "Environmental Uncertainty TITRE DU DOCUMENT How does the environment influence an organization? The events occurring in the environment can be described along several dimensions: • Stable or unstable. • Simple or complex. • Whether available resources are concentrated or disperse")
76. Study this source detail: Explain the links between strategy, organization design and effectiveness END OF SESSION 1 Next session: • Read the PDF on Organization Fundamentals: Organization Structure Archetypes (uploaded on MyCourses) – Chap (Source: "Explain the links between strategy, organization design and effectiveness END OF SESSION 1 Next session: • Read the PDF on Organization Fundamentals: Organization Structure Archetypes (uploaded on MyCourses) – Chap")
77. Study this source detail: Design • HR strategy, roles and trends • HR practices, tools and techniques • Understanding organizations • Organization types, environment • Organization structure and effectiveness Session 1 WHAT IS THIS COURSE ABOUT? (Source: "Design • HR strategy, roles and trends • HR practices, tools and techniques • Understanding organizations • Organization types, environment • Organization structure and effectiveness Session 1 WHAT IS THIS COURSE ABOUT? Ou main objective: Improving your analytical skills. This co")
78. Study this source detail: Why are organizations so important? Can you give examples of organizations? What is an organization? • Definition: organizations are (1) social entities that (2) are goal-directed, (3) are designed as deliberately struct (Source: "Why are organizations so important? Can you give examples of organizations? What is an organization? • Definition: organizations are (1) social entities that (2) are goal-directed, (3) are designed as deliberately structured and coordinated activity systems, and (4) linked to the")
79. Study this source detail: Can you give examples of organizations? What is an organization? • Definition: organizations are (1) social entities that (2) are goal-directed, (3) are designed as deliberately structured and coordinated activity system (Source: "Can you give examples of organizations? What is an organization? • Definition: organizations are (1) social entities that (2) are goal-directed, (3) are designed as deliberately structured and coordinated activity systems, and (4) linked to the external environment. • Types of or")
80. Study this source detail: Dimensions of Organization Design YOUR TASK: • Analyze the organization design dimensions of each company (use sheet provided) • What are the key similarities and differences? • What challenges can each organization face (Source: "Dimensions of Organization Design YOUR TASK: • Analyze the organization design dimensions of each company (use sheet provided) • What are the key similarities and differences? • What challenges can each organization face based on how they are designed? Dimensions of Organization")
81. Study this source detail: What challenges can each organization face based on how they are designed? Dimensions of Organization Design TITRE DU DOCUMENT Degree to which jobs within the organization are standardized. - High formalization : explici (Source: "What challenges can each organization face based on how they are designed? Dimensions of Organization Design TITRE DU DOCUMENT Degree to which jobs within the organization are standardized. - High formalization : explicit job descriptions, lots of organization rules, clearly defi")
82. Study this source detail: People management trends TEXTBOOKS Session 1 Classes 1 and 2: ‘Organization Theory & Design’, Available on MyCourses (Source: "People management trends TEXTBOOKS Session 1 Classes 1 and 2: ‘Organization Theory & Design’, Available on MyCourses")
83. Study this source detail: TEXTBOOKS Session 1 Classes 4, 5 and 6: ‘Fundamentals of Human Resource Management’, Available at the library (Source: "TEXTBOOKS Session 1 Classes 4, 5 and 6: ‘Fundamentals of Human Resource Management’, Available at the library")
84. Study this source detail: Short texts with cases Session 1 Class 2 – Three Types of Silos That Stifle Collaboration—and How to Dismantle Them Class 3 – Is AI in recruitment a 'race to the bottom’ (Source: "Short texts with cases Session 1 Class 2 – Three Types of Silos That Stifle Collaboration—and How to Dismantle Them Class 3 – Is AI in recruitment a 'race to the bottom’")
85. Study this source detail: • Turnover less than 1.5 billion eur Grande Entreprise • More than 5001 employees Source: https://www.economie.gouv.fr/cedef/definition-petites-et-moyennes-entreprises ; 2021 data For profit vs non-profit organizations F (Source: "• Turnover less than 1.5 billion eur Grande Entreprise • More than 5001 employees Source: https://www.economie.gouv.fr/cedef/definition-petites-et-moyennes-entreprises ; 2021 data For profit vs non-profit organizations For profit • Produces goods and/or services for revenues • Competes")
86. Study this source detail: Your professor will inform you before you start Articles Session 1 Cross-topic academic papers: ‘Fooled by diversity (Source: "Your professor will inform you before you start Articles Session 1 Cross-topic academic papers: ‘Fooled by diversity")
87. Study this source detail: Each class has three main guiding objectives • Chapters 1, 2, 3 & 5 Book chapters 16 Book "Organization Theory and Design" 1. Be aware of the different types of organizations and how they are influenced by the external e (Source: "Each class has three main guiding objectives • Chapters 1, 2, 3 & 5 Book chapters 16 Book "Organization Theory and Design" 1. Be aware of the different types of organizations and how they are influenced by the external environment What is an organization? Why are organizations so i")
88. Study this source detail: Assumes there are disagreements and competing viewpoints 48 Strategy, Organization Design and Results Do these two companies face the same level of uncertainty in their daily operations? Environmental Uncertainty TITRE D (Source: "Assumes there are disagreements and competing viewpoints 48 Strategy, Organization Design and Results Do these two companies face the same level of uncertainty in their daily operations? Environmental Uncertainty TITRE DU DOCUMENT How does the environment influence an organizatio")
89. Study this source detail: Approaches to effectiveness values Competing Values Model: • Combines several indicators of effectiveness into a single framework • Assumes there are disagreements and competing viewpoints 48 Strategy, Organization Desig (Source: "Approaches to effectiveness values Competing Values Model: • Combines several indicators of effectiveness into a single framework • Assumes there are disagreements and competing viewpoints 48 Strategy, Organization Design and Results Do these two companies face the same level of uncertainty in their daily operations")
90. Study this source detail: Stable-unstable dimension: dynamism of the element in the environment (Source: "Stable-unstable dimension: dynamism of the element in the environment")
91. Study this source detail: Group exercises (30%) • Individual pen and paper closed-book exam based on the course content (Source: "Group exercises (30%) • Individual pen and paper closed-book exam based on the course content")
92. Study this source detail: • Definition: organizations are (1) social entities that (2) are goal-directed, (3) are designed as deliberately structured and coordinated activity systems, and (4) linked to the external environment (Source: "• Definition: organizations are (1) social entities that (2) are goal-directed, (3) are designed as deliberately structured and coordinated activity systems, and (4) linked to the external environment")
93. Study this source detail: Dimensions of Organization Design YOUR TASK: • Analyze the organization design dimensions of each company (use sheet provided) • What are the key similarities and differences (Source: "Dimensions of Organization Design YOUR TASK: • Analyze the organization design dimensions of each company (use sheet provided) • What are the key similarities and differences")
94. Study this source detail: - Low formalization : relatively non-programmed job behaviors, discretion in task development (Source: "- Low formalization : relatively non-programmed job behaviors, discretion in task development")
95. Study this source detail: s effectiveness? With what KPIs? Approaches to effectiveness values Competing Values Model: • Combines several indicators of effectiveness into a single framework • Assumes there are disagreements and competing (Source: "s effectiveness? With what KPIs? Approaches to effectiveness values Competing Values Model: • Combines several indicators of effectiveness into a single framework • Assumes there are disagreements and competing")
96. Study this source detail: fluence an organization? The events occurring in the environment can be described along several dimensions: • Stable or unstable. • Simple or complex. • Whether available resources are concentrated or dispersed (Source: "fluence an organization? The events occurring in the environment can be described along several dimensions: • Stable or unstable. • Simple or complex. • Whether available resources are concentrated or dispersed")

📊 Synthesis Tables

Organization Types Comparison

Type	Purpose	Funding	Profit Focus
For-profit	Produce goods/services for revenue	Capital, shareholders	Yes
Non-profit	Provide services, focus on intangible goals	Grants, donations	No
Social enterprise	Combine revenue with social goals	Revenue, grants	Yes

⚠️ Common Pitfalls & Confusions

1. Confusing for-profit and non-profit objectives
2. Overlooking the role of social enterprises in social impact
3. Misunderstanding open vs. closed system perspectives
4. Ignoring the influence of external environment on organizations
5. Assuming formalization always leads to efficiency
6. Confusing organizational environment with organizational culture
7. Underestimating environmental uncertainty's impact on strategy and structure

✅ Exam Checklist

1. Understand the main objectives of People and Organization Management course
2. Identify assessment methods and their weightings in the course
3. Differentiate between types of organizations and their funding mechanisms
4. Explain open versus closed system perspectives on organizations
5. Describe core components of organizational design: mission, strategy, and advantage
6. Analyze dimensions of organization design: formalization, specialization, hierarchy, centralization, professionalism
7. Identify key structural design elements and their implications
8. Understand the concept of organizational environment and external sectors
9. Assess the impact of environmental uncertainty on organizational strategy and structure
10. Link strategy, organization design, and effectiveness using competing values and contingency frameworks