Chapter 7-Organization, Teamwork, and Communication Flashcards
Organizational Culture
a firm’s shared values, beliefs, traditions, philosophies, rules, and role models for behavior
Structure
the arrangement or relationship of positions within an organization
Organizational Chart
a visual display of the organizational structure, lines of authority (chain of command), staff relationships, permanent committee arrangements, and lines of communication
Specialization
the division of labor into small, specific tasks and the assignment of employees to do a single task
Departmentalization
the grouping of jobs into working units, usually called departments, units, groups, or divisions
Functional Departmentalization
the grouping of jobs that perform similar functional activities, such as finance, manufacturing, marketing, and human resource
Product Departmentalization
the organization of jobs in relation to the products of the firm
Geographical Departmentalization
the grouping of jobs according to geographic location, such as state, region, country, or continent
Customer Departmentalization
the arrangement of jobs around the needs of various types of customers
Delegation of Authority
giving employees not only tasks, but also the power to make commitments, use resources, and take whatever actions are necessary to carry out those tasks
Responsibility
the obligation, placed on employees through delegation, to perform assigned tasks satisfactorily and be held accountable for the proper execution of work
Accountability
the principle that employees who accept an assignment and the authority to carry it out are answerable to a superior for the outcome
Centralized Organization
a structure in which authority is concentrated at the top, and very little decision-making authority is delegated to lower levels
Decentralized Organization
an organization in which decision-making authority is delegated as far down the chain of command as possible
Span of Management
the number of subordinates who report to a particular manager
Organizational Layers
the levels of management in an organization
Line Structure
the simplest organizational structure, in which direct lines of authority extend from the top manager to the lowest level of organization
Line-and-Staff Structure
a structure having a traditional line relationship between superiors and subordinates and also specialized managers - called staff managers - who are available to assist line managers
Multidivisional Structure
a structure that organizes departments into larger groups called divisions
Matrix Structure
a structure that sets up teams from different departments, thereby creating two or more intersecting lines of authority; also called a project-management structure
Group
two or more individuals who communicate with one another, share a common identity, and have a common goal
Team
a small group whose members have complementary skills; have a common purpose, goals, and approach; and hold themselves mutually accountable
Committee
a permanent, formal group that performs a specific task
Task Force
a temporary group of employees responsible for bringing about a particular change
Project Teams
groups similar to task forces that normally run their operation and have total control of a specific work project
Product-Development Teams
a specific type of project team formed to devise, design, and implement a new product
Quality-Assurance Teams (or Quality Circles)
small groups of workers brought together from throughout the organization to solve specific quality, productivity, or service problems
Self-Directed Work Team (SDWT)
s group of employees responsible for an entire work process or segment that delivers a product to an internal or external customer
Grapevine
an informal channel of communication, separate from management’s formal, official communication channels
