2- Management Lesson 06 - Chapter 10

Front 1

The deployment of organizational resources to achieve strategic goals.

Back 1

organizing

Front 2

The framework in which the organization defines how tasks are divided, resources are deployed and departments are coordinated.

Back 2

organization structure

Front 3

The visual representation of an organization's structure.

Back 3

organization chart

Front 4

The degree to which organizational tasks are subdivided into individual jobs

Back 4

work specialization


also called division of labor.

Front 5

An unbroken line of authority that links all individuals in the organization and specifies who reports to whom.

Back 5

chain of command

Front 6

The formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes.

Back 6

authority

Front 7

The duty to perform the task or activity an employee has been assigned.

Back 7

responsibility

Front 8

The fact that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command.

Back 8

accountability

Front 9

The process managers use to transfer authority and responsibility to positions below them in the hierarchy.

Back 9

delegation

Front 10

A form of authority in which individuals in management positions have the formal power to direct and control immediate subordinates.

Back 10

line authority

Front 11

A form of authority granted to staff specialists in their area of expertise.

Back 11

staff authority

Front 12

The number of employees reporting to a supervisor

Back 12

span of management

also called span of control.

Front 13

A management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels.

Back 13

tall structure

Front 14

A management structure characterized by an overall broad span of control and relatively few hierarchical levels.

Back 14

flat structure

Front 15

The location of decision authority near top organizational levels.

Back 15

centralization

Front 16

The location of decision authority near lower organizational levels.

Back 16

decentralization

Front 17

The written documentation used to direct and control employees.

Back 17

formalization

Front 18

The basis on which individuals are grouped into departments and departments into the total organization.

Back 18

departmentalization

Front 19

The grouping of positions into departments based on similar skills, expertise, and resource use.

Back 19

functional structure

Front 20

An organization structure in which departments are grouped based on similar organizational outputs.

Back 20

divisional structure

Front 21

An organization structure that utilizes functional and divisional chains of command simultaneously in the same part of the organization.

Back 21

matrix approach

Front 22

Employees who report to two supervisors simultaneously.

Back 22

two-boss employees

Front 23

The product or functional boss, responsible for one side of the matrix.

Back 23

matrix boss

Front 24

The overseer of both the product and functional chains of command, responsible for the entire matrix.

Back 24

top leader

Front 25

A group of employees from various functional departments that meet as a team to resolve mutual problems.

Back 25

cross-functional teams

Front 26

A group of participants from several functions who are permanently assigned to solve ongoing problems of common interest.

Back 26

permanent teams

Front 27

Structure in which the entire organization is made up of teams that coordinate their work and work directly with customers to accomplish the organization's goals.

Back 27

team-based structure

Front 28

An organization structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization.

Back 28

network structure

Front 29

A manufacturing company uses outside suppliers to provide large components of the product, which are then assembled into a final product by a few workers.

Back 29

modular approach

Front 30

An organization that has few full-time employees and temporarily hires outside specialists to work on specific opportunities, then disband when objectives are met.

Back 30

virtual organization

Front 31

Organizing vertical structure

Back 31

1) Work specialization
2) Chain of command
3) Centralization and decentralization
4) Formalization

Front 32

departmentalization:

Back 32

1) Vertical Functional
2) Divisional
3) Matrix
4) Team Bases
5) Network
5-a) Virtual organization approach