Chapter 03 Flashcards
centralized
Decision making is limited to higher authority (p. 89)
chain of command
Formal line of authority in a hierarchy (p. 91)
decentralized
Decision making and communication are spread out across the company (p. 89)
departmental grouping
A structure in which employees share a common supervisor and resources, are jointly responsible for performance, and tend to identify and collaborate with each other (p. 97)
divisional grouping
A grouping in which people are organized according to what the organization produces (p. 97)
divisional structure
The structuring of the organization according to individual products, services, product groups, major projects, or profit centres; also called product structure or strategic business units (p. 99)
functional grouping
The placing together of employees who perform similar functions or work processes or who bring similar knowledge and skills to bear on a task (p. 97)
functional matrix
A structure in which functional bosses have primary authority, and product or project managers simply coordinate product activities (p. 107)
functional structure
The grouping of activities by common function (p. 98)
horizontal grouping
The organizing of employees around core work processes rather than by function, product, or geography (p. 97)
horizontal linkage
The amount of communication and coordination that occurs horizontally across organizational departments (p. 91)
horizontal structure
A structure that virtually eliminates both the vertical hierarchy and departmental boundaries by organizing teams of employees around core work processes; the end-to-end work, information, and material flows that provide value directly to customers (p. 111)
hybrid structure
A structure that combines characteristics of various structural approaches (functional, divisional, geographical, horizontal) tailored to specific strategic needs (p. 117)
integrator
A position or department created solely to coordinate several departments (p. 93)
liaison role
The function of a person located in one department who is responsible for communicating and achieving coordination with another department (p. 92)
matrix structure
A strong form of horizontal linkage in which both product and functional structures (horizontal and vertical) are implemented simultaneously (p. 105)
multifocused grouping
A structure in which an organization embraces structural grouping alternatives simultaneously (p. 97)
organizational structure
Designates formal reporting relationships, including the number of levels in the hierarchy and the span of control of managers and supervisors; identifies the grouping together of individuals into departments and of departments into the total organization; and includes the design of systems to ensure effective communication, coordination, and integration of efforts across departments (p. 88)
outsourcing
Contracting out certain functions, such as manufacturing, information technology, or credit processing, to other organizations (p. 115)
process
Organized group of related tasks and activities that work together to transform inputs into outputs that create value for customers (p. 111)
product matrix
A variation of the matrix structure in which project or product managers have primary authority, and functional managers simply assign technical personnel to projects and provide advisory expertise (p. 107)
re-engineering
Redesigning a vertical organization along its horizontal workflows and processes (p. 111)
symptoms of structural deficiency
Signs of the organization structure being out of alignment, including delayed or poor-quality decision making, failure to respond innovatively to environmental changes, and too much conflict (p. 120)
task force
A temporary committee composed of representatives from each department affected by a problem (p. 92)
teams
Permanent task forces often used in conjunction with a full-time integrator (p. 93)
vertical information system
The periodic reports, written information, and computer-based communications distributed to managers (p. 91)
vertical linkages
Communication and coordination activities connecting the top and bottom of an organization (p. 90)
virtual cross-functional teams
Teams comprising individuals from different functions who are separated in space and time as well (p. 95)
virtual network grouping
Organization that is a loosely connected cluster of separate components (p. 97)
virtual network structure
The firm subcontracts many or most of its major processes to separate companies and coordinates their activities from a small headquarters organization (p. 115)
virtual team
Made up of organizationally or geographically dispersed members who are linked through advanced information and communications technologies. Members frequently use the Internet and collaborative software to work together, rather than meeting face to face (p. 95)
