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• transaction process system automate the organizations routinte day to day business transactions 
• data warehouse databases that combine all of a companys data and allow users to access the data directly 
• business intelligence high tech analysis of a comanys data in order to make a better strategy decision sometimes reffered as data mining 
• Management information systems include: Information reporting systems Executive information systems Decision support systems
• Technology provides systems for controls Feedback control model Management control systems Balance scorecards
• Networking enables people and department to share information and cooperate on projects.
• The enterprise resource planning (ERP) systems collect, process and provide information about a company’s entire enterprise. An ERP system  links all areas of organizational activities into a network. ERP can help managers and organizations to response quickly and be more effective. ERP can be applied in the for-profit sectors and not-for-profit sectors.
• integrated enterprise is an organization that uses advanced IT to enable close coordination within the company as well as with suppliers, customers and partners. 
• E-business  is any business that takes place over a computer network rather than in physical space.
• In-house division offers tight integration between the Internet operation and the organization’s traditional operation.
• A Spin-off give organizations’ Internet operations greater organizational autonomy, flexibility and focus.
• Strategic Partnership  enables organizations to attain advantages of both in-house and spin-off options.
• Web 2.0 involves different tools for online communication, information sharing and collaboration.
• Technology has been used to ? improve efficiency.
• Pressures for Growth: Companies in all industries strive for growth to acquire the size and resources needed to compete on a global scale 
• Big-company/Small-company hybrid: means combining a large corporation’s resources and reach with a small company’s simplicity and flexibility. 
• Organizational life cycle: suggests that organizations are born, grow older and eventually die. 
• Stages of life cycle development are: Entrepreneurial stage: organization is informal and non-bureaucratic. Creativity causes growth  Collectivity stage: the provision of clear direction causes growth.  Formalization stage: the addition of internal systems (rules, procedures and control systems) causes growth. The organization seems bureaucratized.  Elaboration stage:  new sense of collaboration and teamwork. Formal systems may be simplified and replaced by manager teams and task forces.
• Entrepreneurial Non-bureaucratic Structure - Informal, one- person show  Goal - survival
• Collectivity Pre-bureaucratic Structure =Mostly informal, some procedures  Goal =Growth 
• Formalization Bureaucratic Structure =Formal procedures, division of labour, new specialties added  Goal =Internal stability, market expansion 
• Elaboration Very bureaucratic      Structure In                       Structure In                             Structure =Teamwork within bureaucracy, small- company thinking  Goal =Reputation, complete organization              
• Organizational control strategies: Bureaucratic control = Rules, standards, hierarchy, legitimate authority  Market control = Prices, competition, exchange relationship  Clan control = tradition, shared values and believes, trust 
• Organizational atrophy occurs when organizations grow older and become inefficient and overly bureaucratized. Often follows after a long period of success. 
• Vulnerability reflects an organization’s strategic inability to proper in it’s environment. Often happens to small organizations who are not yet fully established. 
• Environmental decline or competition efers to reduced energy and resources available to support an organization. 
• A model of decline stages: 1) Blinded stage: lack of good information (= solution).  2)  Inaction stage: denial occurs despite signs of deteriorating performance. Prompt action =solution.  3)  Faulty action stage: organization is facing serious problems, which can’t be ignored. Failure to adjust to the declining spiral can lead to organizational failure. Correct action = solution.  4)  Crisis stage: organization has still not been able to deal with decline effectively and is facing a panic. Effective reorganization = solution.  5)  Dissolution stage: there are no more options. The organization will dissolute. 
• Social Capital (goodwill) = refers to the quality of interactions among people and whether they share a common perspective.
• Culture = the set of values, norms, guiding beliefs and understandings that is shared by members of an organization
• Organizational culture operates on two levels: - Visible artefacts and observable behaviour: like ceremonies, stories, slogans, behaviour, dresscode, physical settings. -  Values in the minds of organization members: underlying values, assumptions, beliefs, attitudes, feelings. These form the true culture. 
• Cultures serve two critical functions in organizations: 1)Internal integration: to integrate members so that they know how to relate to one another; 2)  External adaptation: to help the organization adapt to the external environment. 
• Rites and ceremonies: planned activities that make up a special event and are often conducted for the benefit of an audience. 
• Four types of rites that appear in organizations are:    1 Rites of passage=Facilitate transition of persons into social roles and statuses that are new for them. 2 Rites of enhancement=Annual awards night Enhance social identities and increase status of employees 3 Rites of renewal =Organization development parties Refurbish social structures and improve organization functioning 4 Rites of integration=    Office holiday partyEncourage and revive common feelings that bind members together and commit them to the organization    
• Culture of discipline: according to Collins, this is one of the aspects that define truly great companies. 
• Some of the key factors of a culture of discipline are: - Level 5 leadership: Level 5 leaders have almost complete lack of ego, a strong will and ambition for the success of the organization. Values of selfishness, greed and arrogance have no place. -  The right values: Individual freedom and responsibility within a framework of organizational purpose, goals, and systems. -  The right people in the right jobs: self-disciplined people, determined, diligent, precise, systematic, consistent, focused, accountable and responsible. -  Knowing where to go: knowing what they do best, are passionate about and what makes economic sense for the organization. 
• Language: many companies use a specific saying, slogan, metaphor or other form of language to convey special meaning to employees. 
• Organization Design and Culture: The adaptability culture:  The mission culture  The clan culture:  The bureaucratic culture 
• the adaptability culture characterized by strategy focus on the external environment trough felxibility and change to meet customers needs it creates change, innovation , creativity and risk taking are valued and rewarded 
• the mission culture emphasisim on a clear vision of the organization purpose and on the achievement of goals 
• clan culture primary focus on the involvement and participation of the organizations members and on rapid changing expectations from the external environment = fashion 
• bureaucratic culture internal focus , orientation for stable environment 
• Subcultures: develop to reflect the common problems, goals and experiences that members of a team, department, or other unit share 
• Non-adaptive cultures encourage rigidity and stability 
• Strong adaptive cultures often incorporate the following values: 1) The whole is more important than the parts and boundaries between parts are minimized. People are aware of the whole system.  2)  Equality and trust are primary values. The culture creates a sense of community and caring for one another. 3)  The culture encourages risk taking, change, and improvement. A basic value is to question the status quo. The culture rewards and celebrates the creators of new ideas, products and work processes. 
• Ethics is the code of moral principles and values  
• The rule of law arises from a set of codified principles and regulations that describe how people are required to act, that are generally accepted in society, and that are enforceable in the courts. Ethical standards for the most part apply to behaviour not covered by law, and the rule of law applies to behaviours not necessarily covered by ethical standards. 
• Managerial ethics = principles that guide the decisions and behaviours of managers with regard to whether they are right or wrong.  
• social responsibility refers to management’s obligation to make choices and take action so that the organization contributes to the welfare and interest of all organization stakeholders. 
• Ethical dilemma: arises in a situation concerning right and wrong in which values are in conflict. 
• Organizational systems: structure, policies, rules, code of ethics, reward system, selection, training; 

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