CHAPTER 4: ORGANIZING TECHNICAL ACTIVITIES Flashcards
refers to “the structuring of resources and activities to accomplish objectives in on efficient and effective manner.”
Organizing
determining the scope of work and how it is combined in a job.
Division of Labor
the process of assigning various degrees of decision-making authority to subordinates.
Delegation of authority
the grouping of related jobs, activities, or processes into major organizational subunits.
Departmentation
the number of people who report directly to a given manger.
Span of control
the linking of activities in the organization that serves to achieve a common goal or objective.
Coordination
the structure that details lines of responsibility, authority, and position.
Formal Organization
diagram of the organization’s official positions and formal lines of authority.
Organization chart
provides written descriptions of authority relationships, details the functions of major organizational units, and describes job procedures.
Organizational manual
describes personnel activities and company policies.
Policy Manual
when members of an organization spontaneously form a group with friendship as a principal reason for belonging.
Informal Groups
effective in single-business firms where key activities revolve around well-defined skills and areas of specialization.
Functional organization
this is a form of departmentalization in which everyone engaged in one functional activity, such as engineering or marketing, is grouped into one unit
Functional organization
this refers to the organization of a company by divisions that brings together all those involved with a certain type of product or customer.
Product or market organization
appropriate for a large corporation with many product lines in several related industries
Product or market organization
matrix structure was designed to keep employees in a central pool and to allocate them to various projects in the firm according to the length of time they were needed.
Matrix organization
an organizational structure in which each employee reports to both a functional or division manager and to a project or group manager
Matrix organization
Types of Authority
- Line authority
- Staff authority
- Functional authority
a manager’s right to tell subordinates what to do and then see that they do it.
Line authority
a staff specialist’s right to give advice to a superior.
Staff authority
a specialist’s right to oversee lower-level personnel involved in that specialty, regardless of where the personnel are in the organization.
Functional authority
perform tasks that reflect the organization’s primary goal and mission.
Line departments
include all those that provide specialized skills in support of line departments.
Staff departments
those individuals assigned to a specific manager to provide needed staff services
Personal staff
