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CHAPTER 6 Flashcards

1
Q

overall set of elements that can be used to configure an organization

A

Organization Structure and Design

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2
Q

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

A

Job Specialization

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3
Q

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

A

Work Teams

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4
Q

What are the Basic Elements of Organizing

A

Organization Structure and Design
Job Specialization

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5
Q

involves systematically moving
employees from one job to another

A

Job Rotation

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6
Q

increases the total number of tasks that workers perform

A

Job Enlargement

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7
Q

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

A

Job Characteristics Approach

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8
Q

What are the Alternatives to Specialization

A

Job Rotation
Job Enlargement
Job Characteristics Approach

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9
Q

5 Core Dimensions of Job Characteristics Approach

A

Skill Variety
Task Identity
Task Significance
Autonomy
Feedback

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10
Q

the number of things a person does in a job

A

Skill Variety

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11
Q

worker does a complete or identifiable portion of the total job

A

Task Identity

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12
Q

perceived importance of the task

A

Task Significance

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13
Q

degree of control the worker has over how the work is
performed

A

Autonomy

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14
Q

worker knows how well the job is being performed

A

Feedback

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15
Q

process of grouping jobs according to some logical arrangement

A

Departmentalization

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16
Q

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

A

Chain of Command

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17
Q

number of people who report to a particular manager

A

Span of Management

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18
Q

What are the Establishing Reporting Relationships

A

Chain of Command
Span of Management

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19
Q

are more expensive because of the number of managers involved.

A

Tall Organization

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20
Q

foster more communication problems because of the number of people through whom information must pass

A

Tall Organization

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21
Q

lead to higher levels of employee morale and productivity

A

Flat Organization

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22
Q

create more administrative responsibility for the relatively few managers

A

Flat Organization

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23
Q

create more supervisory responsibility for managers due to wider spans of control

A

Flat Organization

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24
Q

power that has been legitimized by the organization

A

Authority

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25
process by which a manager assigns a portion of his or her total workload to others
Delegation
26
to enable the manager to get more work done by utilizing the _______ and _______ of subordinates
skills and talents
27
To foster development of subordinates by having them participate in _________ and ___________
decision making and problem solving
28
process of systematically delegating power and authority throughout the organization to middle and lower level managers
Decentralization
29
process of systematically retaining power and authority in the hands of higher-level managers
Centralization
30
process of linking the activities of the various departments of the organization
Coordination
31
The primary reason for coordination is that departments and work groups are _________
Interdependent
32
depend on one another for information and resources to perform their respective activities
Interdependent
33
The greater the interdependence between departments, the more ________ the organization requires if departments are to be able to perform effectively
coordination
34
when units operate with little interaction
Pooled Interdependence
35
when the output of one unit becomes the input for another in a sequential fashion
Sequential Interdependence
36
when activities flow both ways between units
Reciprocal Interdependence
37
3 Major Forms of Interdependence
Pooled Sequential Reciprocal
38
a model of organization design based on a legitimate and formal system of authority
Bureaucracy
39
based on the assumption that the optimal design for any given organization depends on a set of relevant situational factors
Situational View of Organizational Design
40
conversion process used to transform inputs into outputs
Technology
41
Who identified the 3 Basic Forms of Technology
Joan Woodward
42
product is custom made to customer specifications and produced in small quantities
Unit of Small Batch Technology
43
product is manufactured in assembly line fashion by combining components parts into another part or finished product
Large Batch or Mass Production Technology
44
raw materials are transformed to a finished product by a series of machine
Continuous Process Technology
45
3 Basic Forms of Technology
Unit or Small Batch Technology Large Mass or Mass Production Technology Continuous Process Technology
46
similar to the bureaucratic model, most frequently found in stable environments
Mechanistic Organization
47
very flexible and informal model of organization design, most often found in unstable and unpredictable environments
Organic Organization
48
organization is broken down into subunits
Differentiation
49
degree to which the various subunits must work together in a coordinated fashion
Integration
50
Part of the Environment
Mechanistic Organization Organic Organization Differentiation Integration
51
total number of full-time or full-time equivalent employees
Organizational Size
52
progression through which organizations evolve as they grow and mature
Organizational Life Cycle
53
functional design based on the functional approach to departmentalization
Functional (U-Form) Design
54
requires coordination across all departments
Functional (U-Form) Design
55
resembles functional departmentalization in its advantages and disadvantages
Functional (U-Form) Design
56
promotes a narrowing functional rather than broader organizational focus
Functional (U-Form) Design
57
tends to promote centralization
Functional (U-Form) Design
58
is common in smaller organizations
Functional (U-Form) Design
59
used by an organization made up of a set of unrelated businesses
Conglomerate (H-Form) Design
60
organization consists of a set of unrelated businesses with a general manager for each business
Conglomerate (H-Form) Design
61
holding-company design is similar to product departmentalization
Conglomerate (H-Form) Design
62
In Conglomerate Deisgn coordination is based on the ____________ across companies in the portfolio
allocation of resources
63
Design has produced only average to weak financial performance; has been abandoned for other approaches
Conglomerate (H-Form) Design
64
based on multiple businesses in related areas operating within a larger organizational framework
Divisional (M-Form) Design
65
is based on multiple businesses in related areas operating within a larger organizational framework; following a strategy of related diversification
Divisional (M-Form) Design
65
Activities are decentralized down to the divisional level; others are centralized at the corporate level
Divisional (M-Form) Design
66
The largest advantages of the M-form design are the opportunities for coordination and sharing of resources
Divisional (M-Form) Design
67
based on two overlapping bases of departmentalization
Matrix Design
68
a set of product groups or temporary departments are superimposed across the functional departments
Matrix Design
69
Employees in the _____ become members of both their departments and a project team under a project manager
Matrix Design
70
_______ creates a multiple command structure in which an employee reports to both departmental and project managers
Matrix Design
71
based on two or more organization design forms such as a mixture of related divisions and a single unrelated division
Hybrid Design
72
approach to organization design that relies almost exclusively on project-type teams, with little or no underlying hierarchy
Team organization
73
one that has little or no formal structure
Virtual organization
74
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
Learning organization
75
5 Basic Forms of Organization Design
Functional (U-Form) Design Conglomerate (H-Form) Design Divisional (M-Form) Design Matrix Design Hybrid Design

YORGBEV (4 decks)

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