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IOM > Organizational Structure & Design > Flashcards

Organizational Structure & Design Flashcards

1
Q

is a system that outlines how certain activities are directed in order to achieve the goals of an organization.

A

organizational structure

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2
Q

allocates employees designated
work roles and responsibilities and helps management to
coordinate and control activities

A

organizational structure

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3
Q

also determines how information/communication flows between levels within the company.

A

organizational structure

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4
Q

degree to which tasks in the organization are divided into separate jobs with each step completed by a different person.

A

work specialization

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5
Q

functional, product, geographical, process, customer

A

departmentalization

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6
Q

a process involving decisions about 6 key elements

A

organizational Design

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7
Q

clarifies who reports to whom

A

chain of command

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8
Q

the number of employees who can be effectively
and efficiently supervised by a manager.

A

span of control

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9
Q

which decision making is concentrated at upper levels in the organization.

A

centralization

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10
Q

when an organization relegates decision making to managers who are closest to the action.

A

decentralization

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11
Q

jobs within the organization are standardized and the
extent to which employee behavior is guided by rules and procedures.

A

formalization

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12
Q

6 key elements about process involving decisions
Format: answer1, answer2, …

A

work specialization, departmentalization, chain of command, span of control, centralization and decentralization, formalization

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13
Q

is the process of organizing job duties, tasks, and responsibilities to maintain job satisfaction and employee
engagement.

A

job design

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14
Q

is a constant, ongoing process because the global environment of roles, responsibilities, employee needs and the market is constantly changing.

A

job design

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15
Q

seeks 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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16
Q

job specialization alternatives:
Format: answer1, answer2, …

A

job rotation, job enlargement, job enrichment, Job characteristics approach/job design, work teams

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17
Q

Common Bases of Departmentalization:
Format: answer1, answer2, …
Acronym: FPCL

A

by function, By Product, By Customer, By Location

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18
Q

Forms of Departmentalization:
Format: answer1, answer2, …
Acronym: FGPPC

A

functional departmentalization, geographical departmentalization, product departmentalization, process departmentalization, customer departmentalization

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19
Q

+ Efficiencies from putting together similar specialties and
people with common skills, knowledge, and orientations
+ Coordination within functional area
+ In-depth specialization
- Poor communication across functional areas
- Limited view of organizational goals

A

functional departmentalization

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20
Q

+ More effective and efficient handling of specific regional
issues that arise
+ Serve needs of unique geographic markets better
- Duplication of functions
- Can feel isolated from other organizational areas

A

geographical departmentalization

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21
Q

+ Allows specialization in particular products and services
+ Managers can become experts in their industry
+ Closer to customers
- Duplication of functions
- Limited view of organizational goals

A

product departmentalization

22
Q

+ More efficient flow of work activities
- Can only be used with certain types of products

A

process departmentalization

23
Q

+ Customers’ needs and problems can be met by
specialists
- Duplication of functions
- Limited view of organizational goals

A

customer departmentalization

24
Q

the continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization — clarifies who reports to whom.

A

chain of command

25
Q

the concept that a person should have one boss and should report only to that person.

A

unity of command

26
Q

a clear definition of authority in the organization.

A

scalar principle

27
Q

the number of employees who can be effectively and efficiently supervised by a manager.

A

span of control

28
Q

Establishing the Chain of Command:
Format: answer1, answer2, …

A

unity of command, scalar principle, span of control

29
Q

the rights inherent in a managerial position to tell people what to do and to expect them to do it.

A

authority

30
Q

the obligation or expectation to perform.

A

responsibility

31
Q

take responsibility for one’s
action.

A

accountability

32
Q

is the type of authority that reflects superior-subordinate relationships characterized by the power of decision making.

A

line authority

33
Q

refers to the right to advice on improving the effectiveness for line employees in performing their duties.

A

staff authority

34
Q

– Are more expensive because of the number of managers involved.
– Foster more communication problems because of the number of people through whom information must pass.

A

tall organizations

35
Q

– Lead to higher levels of employee morale and productivity.
– Create more administrative responsibility for the relatively few managers.
– Create more supervisory responsibility for managers due to wider spans of control.

A

flat organizations

36
Q

Power that has been legitimized by the organization.

A

authority

37
Q

The process by which managers assign a portion of their total workload to others.

A

delegation

38
Q

– To enable the manager to get more work done by utilizing the skills and talents of subordinates.
– To foster development of subordinates by having them participate in decision making and problem solving.

A

reason for delegation

39
Q

Distributing Authority:
format: step1, step2, step3

A

assigning responsibility, granting authority, creating
accountability

40
Q

Conglomerate or H-form (Holding) Design
______ consists of a set of unrelated businesses with a
general manager for each business.

A

organization

41
Q

is similar to product departmentalization.

A

holding-company design

42
Q

Conglomerate or H-form (Holding) Design
_______is based on the allocation of resources across
companies in the portfolio.

A

coordination

43
Q

Conglomerate or H-form (Holding) Design
_______has produced only average to weak financial performance;
has been abandoned for other approaches.

A

design

44
Q

Organizational members and units are grouped into functional departments.

A

functional (U form) design

45
Q
  • Requires coordination across all departments.
  • Promotes a narrowing functional rather than broader organizational focus
  • Tends to promoter centralization
  • Is common in smaller organizations
A

functional (U form) design

46
Q

– Is based on multiple businesses in related areas operating within a larger organizational framework; following a strategy of related diversification.
– Activities are decentralized down to the divisional level; others
are centralized at the corporate level.
– The largest advantages of the ________ design are the
opportunities for coordination and sharing of resources.

A

divisional or M-form (multidivisional) design

47
Q
  • There is strong environmental pressure.
  • There are large amounts of information to be processed.
  • There is pressure for shared resources.
  • The ________ creates a multiple command structure in which an employee reports to both departmental and project managers.
A

matrix design

48
Q

– Is based on two or more organization design forms such as a mixture of related divisions and a single unrelated division.
– A __________________ IS A FRAMEWORK THAT USES MORE THAN ONE REPORTING STRUCTURE AT THE WORKPLACE.
- In a ___________________, employees are asked to work on multiple projects and report to multiple bosses.

A

hybrid organizational structure

49
Q

are made of teams working towards a
common goal while working on their individual tasks. They are less hierarchical and they have flexible structures that reinforce problem-solving, decision-making and
teamwork.

A

team-based organizational structures

50
Q

is a temporary or permanent collection of geographically
dispersed individuals, groups, organizational units, or entire organizations that depend on electronic linking in order to complete the production process

A

virtual organization

51
Q

is any organization that prioritizes personal and
professional growth through knowledge transfer.

A

learning organization

52
Q

Reminder: additional notes to enrich your mind further
ARE NOT INCLUDED HERE
(NO NEED TO ANSWER CORRECTY

A

REMINDER ONLY

IOM (7 decks)

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