chap 6 business

Question 1

Technology

Answer 1

Conversion process used to transform inputs into outputs

Question 2

coordination

Answer 2

The process of linking the activities of the various departments of the organization

Question 3

learning organization

Answer 3

One that works to facilitate the lifelong learning and personal development of all its employees while continually transforming itself to respond to changing demands and needs

Question 4

job enrichment

Answer 4

An alternative to job specialization that attempts to increase both the number of tasks a worker does and the control the worker has over the job

Question 5

organic organization

Answer 5

Very flexible and informal model of organization design, most often found in unstable and unpredictable environments

Question 6

job characteristics approach

Answer 6

An alternative to job specialization that suggests that jobs should be diagnosed and improved along five core dimensions, taking into account both the work system and employee preferences

Question 7

centralization

Answer 7

The process of systematically retaining power and authority in the hands of higher-level managers

Question 8

virtual organization

Answer 8

One that has little or no formal structure

Question 9

span of management

Answer 9

The number of people who report to a particular manager

Question 10

organizational life cycle

Answer 10

Progression through which organizations evolve as they grow and mature

Question 11

delegation

Answer 11

The process by which a manager assigns a portion of his or her total workload to others

Question 12

integration

Answer 12

Degree to which the various subunits must work together in a coordinated fashion

Question 13

Location departmentalization

Answer 13

Grouping jobs on the basis of defined geographic sites or areas

Question 14

mechanistic organization

Answer 14

Similar to the bureaucratic model, most frequently found in stable environments

Question 15

functional design

Answer 15

Based on the functional approach to departmentalization

Question 16

organizational size

Answer 16

Total number of full-time or full-time-equivalent employees

Question 17

departmentalization

Answer 17

The process of grouping jobs according to some logical arrangement

Question 18

matrix design

Answer 18

Based on two overlapping bases of departmentalization

Question 19

Job rotation

Answer 19

An alternative to job specialization that involves systematically moving employees from one job to another

Question 20

team organization

Answer 20

An approach to organization design that relies almost exclusively on project-type teams, with little or no underlying hierarchy

Question 21

Functional departmentalization

Answer 21

Grouping jobs involving the same or similar activities

Question 22

Authority

Answer 22

Power that has been legitimized by the organization

Question 23

Reciprocal interdependence

Answer 23

When activities flow both ways between units

Question 24

Pooled interdependence

Answer 24

When units operate with little interaction; their output is pooled at the organizational level

Question 25

Decentralization

Answer 25

The process of systematically delegating power and authority throughout the organization to middle- and lower-level managers

Question 26

work teams

Answer 26

An alternative to job specialization that allows an entire group to design the work system it will use to perform an interrelated set of tasks

Question 27

Job specialization

Answer 27

The degree to which the overall task of the organization is broken down and divided into smaller component parts

Question 28

differentiation

Answer 28

Extent to which the organization is broken down into subunits

Question 29

customer departmentalization

Answer 29

Grouping activities to respond to and interact with specific customers or customer groups

Question 30

sequential interdependence

Answer 30

When the output of one unit becomes the input for another in a sequential fashion

Question 31

chain of command

Answer 31

A clear and distinct line of authority among the positions in an organization

Question 32

conglomerate design

Answer 32

Used by an organization made up of a set of unrelated businesses

Question 33

Product departmentalization

Answer 33

Grouping activities around products or product groups

Question 34

Job enlargement

Answer 34

An alternative to job specialization that increases the total number of tasks that workers perform

Question 35

divisional design

Answer 35

Based on multiple businesses in related areas operating within a larger organizational framework

Question 36

situational view of organization design

Answer 36

Based on the assumption that the optimal design for any given organization depends on a set of relevant situational factors

Question 37

bureaucracy

Answer 37

A model of organization design based on a legitimate and formal system of authority