chapter 6 Flashcards
centralization
The process of systematically retaining power and authority in the hands of higher-level managers
Decentralization
The process of systematically delegating power and authority throughout the organization to middle- and lower-level managers
coordination
The process of linking the activities of the various departments of the organization
delegation
The process by which a manager assigns a portion of his or her total workload to others
Job specialization
The degree to which the overall task of the organization is broken down and divided into smaller component parts
organizational size
Total number of full-time or full-time-equivalent employees
Pooled interdependence
When units operate with little interaction; their output is pooled at the organizational level
sequential interdependence
When the output of one unit becomes the input for another in a sequential fashion
Reciprocal interdependence
When activities flow both ways between units
team organization
relies on project-type teams, with little or no underlying hierarchy
virtual organization
One that has little or no formal structure
learning organization
Promotes lifelong learning and personal growth for employees, while adapting to changing demands.
Job rotation
involves moving employees from one job to another
Job enlargement
increases the total number of tasks that workers perform
job enrichment
increase both the number of tasks a worker does and the control the worker has over the job
job characteristics approach
takes into account the work system and employee preferences
Functional departmentalization
Grouping jobs involving the same or similar activities
Product departmentalization
Grouping activities around products or product groups
Location departmentalization
Grouping jobs on the basis of defined geographic sites or areas
customer departmentalization
Grouping activities to respond to and interact with specific customers or customer groups
Unit or small-batch technology
Products are custom-made to customer specifications or produced in small quantities.
Large-batch or mass-production technology.
Products are manufactured in assembly-line fashion by combining component parts into another part or finished product.
Continuous-process technology.
Raw materials are transformed into finished products by a series of machine or process transformations
mechanistic organization
Similar to the bureaucratic model, most frequently found in stable environments
organic organization
Very flexible and informal model of organization design, most often found in unstable and unpredictable environments
integration
Degree to which the various subunits must work together in a coordinated fashion
differentiation
The extent to which the organization is broken down into subunits
Functional (U-Form) Design
members and units in the organization are grouped into functional departments such as marketing and production.
Conglomerate (H-Form) Design
Used by an organization made up of a set of unrelated businesses
Divisional (M-Form) Design
Based on multiple businesses in related areas operating within a larger organizational framework
matrix design
Based on two overlapping bases of departmentalization
