Chapter 10 Flashcards
Define Formal Organization
The order and design of relationships within a company; consists of two or more common people working together with a common objective and clarity of purpose
Define division labour
The process of dividing work into separate jobs and assigning tasks to workers
Define Specialization
The degree to which tasks are subdivided into smaller jobs
Define departmentalization
The process of grouping jobs together so that similar or associated task and activities are coordinated
Define functional departmentalization
Departmentalization that is based on the primary functions performed within an organization unit
Define product departmentalization
Departmentalization that is based on the goods and services produced or sold by the organizational unit
Define process departmentalization
Departmentalization that is based on the production process used by the organizational unit
Define customer departmentalization
Departmentalization that is based on the primary type of customer served by the organizational unit
Define geographic departmentalization
Departmentalization that I based on the geographic segmentation of the organizational units
Define organizational charts
A visual representation of the structured relationships among tasks and the people given the authority to do those tasks
Define managerial hierarchy
The levels of the management within an organization; typically includes top, middle, and supervisory management
define chain o demand
The line of authority that extends from one level of an organizations hierarchy to the next from the top to bottom, and makes clear who reports to whim
define authority
Legitimate power, granted by the organizations and acknowledged by employees, that allows an individual to request action and expected compliances
define delegation of authority
The assignment of some degree of authority and authority to persons lower in the chain of command
define span of control
The number of employees a manager directly supervises also called span of management
Define Centralization
The degree to which formal authority is concentrated in one area or level of an organization
Define decentralization
The process of pushing decisions-making authority down the organizational hierarchy
Define mechanistic organization
An organizational structure that is characterized by a relatively high degree of job specialization, rigid departmentalization, many layers of management, narrow spans of control, centralized decision making, and a long chain of command
organic organization
an organization structure that is characterized by a relatively low degree of job specialization, loose departmentalization, few levels of management, wide spans of control, decentralized decision making, and a short chain of command
line organization
an organizational structure with direct, clear lines of authority and communication flowing from the top to the top managers down.
line and staff organization
an organizational structure that includes both line and staff positioning
line position
all positions in the organization directly concerned with producing goods and services and directly connected from top to bottom.
staff position
positions in an organization held by individuals who provide the administrative and support services that line employees need to achieve the company’s goals
matrix structure
an organizational structure that combines functional and product departmentalization by bringing together people from different functional areas of the organization to work on a special project
committee structure
an organizational structure in which authority and responsibility are held by a group rather than an individual
group cohesiveness
The degree to which a group members want to stay in the group and tend to resist outside influences
work groups
group that share resources and coordinate efforts to help members better perform their individual jobs
work teams
similar to work groups but also require the pooling of knowledge, skills, abilities, and resources to achieve a common goal
problem solving teams
usually members of the same department who meet regularly to suggest ways to improve operations and solve specific problems
self-directed work teams
teams without formal supervision that plan, select alternatives, and evaluate their own performances
cross-functional team
members from the same organizational level but from different functional areas
informal organization
the network of connections and channels of communication based on the informal relationships of individuals inside an organization
re-engineering
the complete redesign of business structures and processes to improve operations
virtual corporation
a network of independent companies linked by information technology to share skills, costs, and access to one another’s markets; allows the companies to come together quickly to exploit rapidly changing opportunities
How does specialization lead to greater efficiency and consistency in production?
it leads to greater efficiency and consistency because the preform a limited number of tasks meaning they develop greater skill in doing that specific job resulting in a more consistent and faster output of items.
What are 5 types of departmentalization
functional departmentalization product departmentalization process departmentalization customer departmentalization geographical departmentalization
What factors determine the optimal span of control
nature of the task- more complex the task the narrower the span of control
location of the workers- more locations the narrower span of control
ability of the managers to delegate responsibilities- greater ability to delegate, the wider the span of control
amount of interaction and feedback between workers and managers - more feedback and interaction required the narrower span of control
level of skill and motivation of the workers - higher skill and motivation the wider the span of control
What are the primary characteristics of a decentralized organization
- organization is very large
- company is in a dynamic environment where quick, local decisions must be made
- manager are willing to share power with their subordinates
- employees are willing and able to take more responsibility
- company s spread out geographically
Why does the matrix structure have a dual chain of command
it has a dual chain of demand because they have complimentary strengths and weaknesses. it bring people together from different functional areas of the business to work on a project.
what are the advantages of a matrix structure
Team work- by pooling resources it allows increased performance
Efficient - use of resources - use only the specialized staff instead of a large group
flexibility - can adapt quickly to changes
ability to balance conflicting objectives - customers want quality and predictable costs, organization wants high profits. these serve as focal points for directing activities
higher performance - people working on project may experience increased feeling of ownership, commitment and motivation.
what is the difference between a work team and a work group
work groups share resources and coordinate efforts to help members better perform their individual duties and responsibilities
work team require coordination and collaboration. A pooling of knowledge, skills, abilities, and resources in a collective effort to obtain a goal
identify and describe three types of work teams
problem solving - made up of employees from the same department, areas of expertise and same level of organizational hierarchy. they meet on a regular basis to share information and discuss ways to improve a specific area. they give ideas but don’t make the final decision.
self-directed - manage themselves, take responsibility of setting goals, planning and scheduling work activities, selecting team member and evaluating team performance
cross functional - made up of people from the same hierarchical level but from different areas of the organization. most common, work together until a problem s fixed or they complete a specific project.
what are some ways to build a high-performance team?
- employees willing to work together
- team members should poses a variety of skills
- must have clearly defined goals
- practice good communication
- critique ideas not the person coming up with them
- have a skilled team leader
What is the purpose of re-engineering
is to identify and abandonthe outdated rules and fyundamental assumptions that guide the current business operations
What is the purpose of re-engineering
is to identify and abandon the outdated rules and fundamental assumptions that guide the current business operations
What factors determine whether an organization should be mechanistic or organic
companies overall strategy
size of organization
type of technologies used
stability of its external invironment
What factors determine whether an organization should be mechanistic or organic
companies overall strategy
size of organization
type of technologies used
stability of its external environment
How does technology enable companies to organize as virtual corporations
it allows companies to get the moat qualified people for the job without paying them huge amounts of money to bring them to your location.
