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Principles of Management > Chapter 6 > Flashcards

Chapter 6 Flashcards

1
Q

what are the 5 basic elements of organization

A
  • job specialization
  • departmentalization
  • reporting relationships
  • distribution of authority
  • coordination
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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

What are the positive and negatives of Job specialization

A

Positives

  • Workers can become proficient at a task
  • Transfer time between tasks is decreased
  • Specializes equipment can be more easily developed
  • Employee replacement becomes easier

Negatives

  • Employee boredom and dissatisfaction with mundane tasks
  • Absenteeism rises and the quality of work suffers
  • Anticipated benefits specialization does not always occur
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4
Q

What are 5 alternative approaches to job specialization?

A
  • job rotation
  • job enlargement
  • job enrichment
  • job characteristics approach
  • work teams
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5
Q

an alternative to job specialization that involves systematically moving employees from one job to another

A

job rotation

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6
Q

an alternative to job specialization that increases the total number of tasks that workers perform

A

job enlargement

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7
Q

what are the disadvantages of job enlargement?

A
  • Training costs usually increase
  • Unions have argued that pay should increase because the worker is doing more tasks
  • In many cases the work remains boring and routine even after job enlargement
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8
Q

an alternative to a job specialization that attempts to increase both the number of tasks a worker does and the control the worker has over the job

A

job enrichment

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9
Q

an alternative to job specialization that 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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10
Q

what are the 5 core dimensions of the job characteristics approach

A

Skill variety: the number of things a person does in one job
Task identity: the extent to which the worker does a complete or identifiable portion of the total job
Task significance: the perceived importance of the task
Autonomy: the degree of control the worker has over how the work is performed
Feedback: the extent to which the worker knows how well the job is being performed

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11
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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12
Q

the process of grouping jobs according to some logical arrangement

A

departmentalization

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13
Q

4 types of departmentalization

A
  • functional
  • product
  • customer
  • location
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14
Q

grouping jobs involving the same or similar activities

A

functional departmentalization

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15
Q

grouping activities around products or product groups

A

product departmentalization

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16
Q

grouping activities to respond and interact with specific customers or customer groups

A

customer departmentalization

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17
Q

grouping jobs on the basic of defined geographic sites or areas

A

location departmentalization

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18
Q

a clear and distinct line of authority among the positions in an organizations

A

chain of command

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19
Q

two components of chain of command

A

unity of command

scalar principle

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20
Q

suggest that each person with an organization must have a clear reporting relationship to only one boss

A

unity of command

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21
Q

suggests that there must be a clear and unbroken line of authority that extends from the lowest to the highest position in the organization

A

scalar principle

22
Q

the number of people who report to a particular manager

A

span of management

23
Q

power that has been legitimized by the organization

A

authority

24
Q

two main issues addresses in authority

A

delegation

decentralization/decentralization

25
Q

the process by which a manager assigns a portion of his or her total workload to others

A

delegation

26
Q

the process of systematically retaining power and authority throughout the organization to middle and lower level managers

A

decentralization

27
Q

the process of systematically retaining power and authority in the hands of higher level managers

A

centralization

28
Q

the process of linking the activities of the various departments of the organization

A

coordination

29
Q

three forms of interdependence

A

pooled
sequential
reciprocal

30
Q

when units operate with little interaction; their output is pooled at the organizational level

A

pooled interdependence

31
Q

when the output of one unit becomes the input for another in a sequential fashion

A

sequential interdependence

32
Q

when activities flow both ways between units

A

reciprocal interdependence

33
Q

a model of organization design based on a legitimate and formal system of authority

A

bureaucracy

34
Q

based on the assumption that the optimal design for any given organization depends on a set of relevant situational factors

A

situational view of organizational design

35
Q

4 basic factors of the situational view of organizational design

A

technology
environment
organizational size
organizational life cycle

36
Q

conversion process used to transform inputs into outputs

A

technology

37
Q

form of technology where the product is custom-made to customer specifications or produced in small quantities

A

Unit or Small Batch Technology

38
Q

form of technology where the product is manufactured in assembly line fashion by combining component parts into another part or finished product

A

Large batch or mass production technology

39
Q

form of technology where raw materials are transformed to a finished product by a series of machine or process transformations

A

Continuous process technology

40
Q

similar to the bureaucratic model most frequently found in stable environments

A

mechanistic organization

41
Q

very flexible and informal model of organization design, most often found in unstable and unpredictable environments

A

organic organization

42
Q

extent to which the organization is broken down into subunits

A

differentiation

43
Q

degree to which the various subunits must work together in a coordinated fashion

A

integration

44
Q

total number of full time or full time equivalent employees

A

organizational size

45
Q

progression through which organizations evolve as they grow and mature

A

organizational life cycle

46
Q

based on the functional approach to departmentalization

Also known as U form (unitary)

A

functional design

47
Q

used by an organization made up of a set of unrelated businesses
Also known as H form (holding)

A

conglomerate design

48
Q

based on multiple businesses in related areas operating within a larger organizational framework
Also known as M form (multidivisional)

A

divisional design

49
Q

based on two overlapping bases of departmentalization

A

matrix design

50
Q

an approach to organization design that relies almost exclusively on project type teams with little or no underlying hierarchy

A

team organization

51
Q

one that has little or no formal structure

A

virtual organization

52
Q

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

A

learning organization

Principles of Management (7 decks)

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