Chapter 7 Flashcards
A committee created for a specific short term purpose
Ah hoc committee
Grapevine
The informal communications network within an organization
A relatively permanent committee charged with performing some reoccurring task
Standing committee
A committee established to investigate a major problem or pending decision
Task force
The pattern of behavior and interaction that stems from personal rather than official relationships
Informal organization
A group created by members themselfs to accomplish goals that may or may not be relevant to an organization
Informal group
The inner rites rituals heroes and values of a firm
Corporate culture
An organized structure in which administration is the primary function and most other functions are contracted out to other firms
Network structure
Four types of corporate culture
Networked
Fragmented
Communal
Mercenary
An organizational structure that combines vertical and horizontal lines of authority, usually by super imposing pricy duct departmentalization on a functionally departmentalized organization
Matrix structure
A team of individuals with varying specialties, expertise and skills that are brought together to achieve a common task
Cross-functional team
An organizational structure that utilizes the chain of command from line structure in combination with the assistance of staff managers
Line-and-staff structure
A position created to provide support advice and expertise within an organization.
Staff managers
The number of layers or levels of management in a firm
Organizational height
An organizational structure in which the entire chain of command goes directly from person to person throughout the organization
Line structure
A group of two or more people working together to achieve a common set of goals
Organization
A diagram that represents the positions and relationships within an organization
Organizational chart
The line of authority that extends from the highest to the lowest levels of an organization
Chain of command
The separation of all organizational activities into distinct tasks and the assignment of different tasks to different people
Job specialization
The systematic shifting of employees from one job to another
Job rotation
The process of grouping jobs into manageable units
Departmentalization
Grouping activities related to a particular product or service
Departmentalization by product
Grouping activities according to the defined geographic area in which they are preformed
Departmentalization by location
Grouping activities according to the needs of various customer populations
Departmentalization by customer
Assigning part of a managers work and power to other workers
Delegation
The duty to do a job or preform a task
Responsibility
The power within an organization to accomplish an assigned job or task
Authority
The obligation of a worker to accomplish an assigned job or task
Accountability
An organization in which management consciously attemps to spread authority widely in the lower levels of an organization
Decentralized organization
An organization that systematically works to concentrate authority at the upper levels of an organization
Centralized organization
The number of workers who report directly to one manager
Span of management
A position in which a person makes decisions and gives orders to subordinates to achieve the organizations goals
Line manager
The 18th century economist who theories gave way to capitalism, was the first to emphasize specialization I. His book the wealth of nations
Adam smith
The four most common bases for organizing a business into effective departments are
Function
Product
Location
Customer
In this type of departmentalization each department handles its own marketing, production, finances, and human resource activities
Departmentalization by product
In this type of deparentalization all marketing personnel are grouped together in the marketing department, all production personnel in the production department and so on.
Departmentalization by function
Groups activities according to defined geographic area in which they are preformed
Departmentalization by location
Groups activities according to the needs of various costumer populations
Departmentalization by customer
The disadvantage of this type of departmentalization is that a larger than usual administrative staff is needed
Departmentalization by customer
Three steps of the delegation process
Assign responsibility
Grant authority
Assign accountability
When the manager and subordinates are very competent the span of management may be
Wide
When workers are physically located far from one another, the manager has much work to do in addition to supervising others, a great great deal of interaction is required between supervisor and workers, and new problems arise frequently the span of management should be
Narrow
If the span of management is wide it will need to be more flat or tall?
Fewer levels of management are needed flat
In a ——— organization administrative costs are higher because more mAmagers are needed
Tall
——— structures are not very effective in medium or large sized organizations but are very popular in smaller ones
Line structures
The ——– structure occurs when
Product departmentalization is superimposed on a
Functionality departmentalized organization
Matrix structure
