Management-Chapter 10 Flashcards
Organizing
The development of organizational resources to achieve strategic goals
Organization Structure
The framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated
Organization Chart
The visual representation of an organization’s structure.
Work Specialization
Sometimes called division of labor, is the degree to which organizational tasks are subdivided into individual jobs
Chain of Command
An unbroken line of authority that links all individuals in the organization and specifies who reports to whom.
Authority
the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve outcomes desired by the organization.
Responsibility
The flip side of the authority coin; it refers to the duty to perform the task or activity one has been assigned.
Accountability
people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command.
Delegation
When managers transfer authority and responsibility to positions below them in the hierarchy
Line Authority
Refers to the formal power to direct and control immediate subordinates
Staff Authority
Refers to the right to achieve, counsel and recommend the manager’s area of expertise.
Span of Management
Sometimes called span of control, refers to the number of employees reporting to a supervisor.
Tall Structure
Characterized by an overall broad span of management and relatively few hierarchal levels.
Decentralization
Means that decision authority is pushed down lower organization levels.
Centralization
That decision authority is located near top organization levels.
Departmentalization
The basis for grouping individual positions into departments and departments into the total organization.
Functional Structure
Groups employees into departments based on similar skills, tasks, and use of resources.
Divisional Structure
Groups employees and departments based on similar organizational outputs (products or services), such that each division has a mix of functional skills and task.
Matrix Approach
uses both functional and divisional chains of command simultaneously in same part of the organization.
Two-Boss Employees
In a matrix structure, some employees report to two supervisors simultaneously.
Matrix Boss
A functional or product supervisor responsible for one side of the matrix.
Top Leader
In a matrix structure the top leader is the overseer of both the product and the functional chains of command and is responsible for the entire matrix.
Cross-Functional Team
A group of employees from various functional departments that meet as a team to resolve mutual problems.
Permanent Team
A group of employees from all functional areas permanently assigned to focus on a specific task or activity.
Team-Based Structure
One in which the entire organization is made up of horizontal teams that coordinate.
Virtual Network Structure
The organization subtracts most of its major functions to separate companies and coordinates their activities from a small headquarters organization.
Modular Approach
One in which a manufacturing company uses outside suppliers to provide large chunks of a product such as an automobile, which are then assembled into a final product by a few employees.
Coordination
Refers to the quality of collaboration across departments and divisions
Task Force
A temporary team or committee formed to solve a specific short-termed problem involving several departments.
Project Manager
A person responsible for coordination the activities of several departments for the completion of a specific project.
Reengineering
The radical redesign of business processes to achieve dramatic improvements in cost, quality, service and speed.
Small-batch Production
A type of manufacturing technology that involves the production of goods in batches of one or a few products designed to customer specification.
Mass Production
Characterized by long production runs to manufacture a large volume of products with the same specifications.
Continuous Process Production
Involves mechanization of the entire work flow and nonstop production, such as in chemical plants or petroleum refineries
Technical Complexity
Refers to the degree to which complex machinery is involved in the production process to the exclusion of people.
Service Technology
Characterized by intangible outputs and direct contact between employees and customers.
Digital Technology
Characterized by use to the Internet and other digital processes to conduct or support business operations.
