Chapter 10 Flashcards

1
Q

Work specialization/ Chain of command/ Span of management/ Centralization/ Departmentalization

A

The Characteristics of Organization Structure

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2
Q

Functional/ Divisional/ Matrix/ Team/ Virtual network

A

Five Approaches to Structural Design

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3
Q

refers to the deployment of organizational resources to achieve strategic goals

A

Organizing

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4
Q

defined as the framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated.

A

Organization structure

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5
Q

the visual representation of an organization’s structure.

A

An organization chart

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6
Q

work specialization, chain of command, span of management, and centralization and decentralization.

A

Fundamental characteristics of vertical organization structure

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7
Q

sometimes called division of labor, is the degree to which organizational tasks are subdivided into individual jobs

A

Work specialization

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8
Q

the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve outcomes desired by the organization.

A

Authority

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9
Q

the flip side of the authority coin; it refers to the duty to perform the task or activity that one has been assigned.

A

Responsibility

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10
Q

means that people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command

A

Accountability

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11
Q

When managers transfer authority and responsibility to positions below them in the hierarchy, i

A

delegation

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12
Q

which refers to the formal power to direct and control immediate subordinates

A

line authority

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13
Q

, which refers to the right to

advise, counsel, and recommend in the manager’s area of expertise.

A

staff authority

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14
Q

sometimes called span of control, refers to the number of employees reporting to a supervisor.

A

Span of management

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15
Q

characterized by an overall narrow span of management and a relatively large number of hierarchical levels.

A

tall structure

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16
Q

characterized by an overall broad span of management and relatively few hierarchical levels.

A

flat structure

17
Q

that decision authority is pushed down to lower organization levels.

A

Decentralization

18
Q

means that decision authority is located near top organization levels.

A

Centralization

19
Q

the basis for grouping individual positions into departments and departments into the total organization.

A

Departmentalization

20
Q

groups employees into departments based on similar skills, tasks, and use of resources.

A

functional structure

21
Q

a very widespread trend
Allows managers to delegate authority
Flexible, responsive

A

Team approach

22
Q

combines functional and divisional approaches
Improve coordination and information
Dual lines of authority

A

Matrix approach

23
Q

means that the firm subcontracts most of its major functions to separate companies

A

Virtual network structure

24
Q

Radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed

A

Reengineering

25
a temporary team or committee formed to solve a specific short-term problem involving several departments
Task Force
26
furthers horizontal coordination by including members across the organization
Cross-functional Team
27
person responsible for coordinating activities of several departments for the completion of a specific project
Project Manager
28
refers to frequent horizontal coordination and communication carried out through ongoing relationships of shared goals, shared knowledge, and mutual respect.
Relational coordination
29
Rigid, vertical, and centralized structure. | Rules, procedures, and a clear hierarchy of authority, helping the firm flourishing in a stable environment.
Mechanistic
30
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Organic