Lesson 1 Flashcards
Refers to the overall set of elements that can be used to configure an organization.
Organization Structure and Design
The degree to which the overall task of the organization is broken down and divided into smaller component parts
Job Specialization
Work Teams
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
Alternatives to Specialization
- Job Rotation
- Job Enlargement
- Job Characteristics Approach
An alternative to job specialization that involves systematically moving employees from one job to another
Job Rotation
Job Enlargement
An alternative to job specialization that increases the total number of tasks that workers perform
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
Job Characteristics Approach
Five Core Dimension in Job Characteristics Approach
- Skill Variety
- Task Identity
- Task Significance
- Autonomy
- Feedback
Departmentalization
The process of grouping jobs according to some logical arrangement
Chain of Command
A clear and distinct line of authority among the positions in an organization
the number of people who report to a particular manager
Span of Management
Are more expensive because of the number of managers involved.
Tall Organization
Tall Organization
Foster more communication problems because of the number of people through whom information must pass.
Lead to higher levels of employee morale and productivity.
Flat Organization
Flat Organization
Create more administrative responsibility for the relatively few managers.
Create more supervisory responsibility for managers due to wider spans of control.
Flat Organization
Authority
Power that has been legitimized by the organization
Delegation
The process by which a manager assigns a portion of his or her total workload to others
The process of systematically delegating power and authority throughout the organization to middle and lower level managers
Decentralization
The process of systematically retaining power and authority in the hands of higher-level managers
Centralization
Coordination
The process of linking the activities of the various departments of the organization
Major Forms of Interdependence
- Pooled Interdependence
- Sequential Interdependence
- Reciprocal Interdependence
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
A model of organization design based on a legitimate and formal system of authority
Bureaucracy
Based on the assumption that the optimal design for any given organization depends on a set of relevant situational factors
Situational View of Organization Design
Technology
Conversion process used to transform inputs into outputs
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
Differentiation
Extent to which the organization is broken down into subunits
Integration
Degree to which the various subunits must work together in a coordinated fashion
Organizational Size
Total number of full-time or full-time equivalent employees
Organizational Life Cycle
Progression through which organizations evolve as they grow and mature
Basic Forms of Organization Design
- Functional (U-form) Design
- Conglomerate (H-form) Design
- Divisional (M-form) Design
- Matrix Design
- Hybrid Design
Functional (U-form) Design
functional design Based on the functional approach to departmentalization
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
Is based on two or more organization design forms such as a mixture of related divisions and a single unrelated division.
Hybrid Design
Emerging Issues in Organization Design
- Team Organization
- Virtual Organization
- Learning Organization
An approach to organization design that relies almost exclusively on project-type teams, with little or no underlying hierarchy
Team Organization
One that has little or no formal structure
Virtual Organization
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
