Study your flashcards anywhere!

Download the official Cram app for free >

  • Shuffle
    Toggle On
    Toggle Off
  • Alphabetize
    Toggle On
    Toggle Off
  • Front First
    Toggle On
    Toggle Off
  • Both Sides
    Toggle On
    Toggle Off
  • Read
    Toggle On
    Toggle Off

How to study your flashcards.

Right/Left arrow keys: Navigate between flashcards.right arrow keyleft arrow key

Up/Down arrow keys: Flip the card between the front and back.down keyup key

H key: Show hint (3rd side).h key

A key: Read text to speech.a key


Play button


Play button




Click to flip

33 Cards in this Set

  • Front
  • Back
Organizational architecture
The organizational structure, control systems, culture, and human resource management systems that together determine how efficiently and effectively organizational resources are used.
Organizational structure
A formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals.
Organizational design
The process by which managers make specific organizing choices that result in a particular kind of organizational structure.
Small-batch technology
Technology that is used to produce small quantities of customized, one-of-a-kind products and is based on the skills of people who work together in small groups.
Mass-production technology
Technology that is based on the use of automated machines that are programmed to perform the same operations over and over.
Continuous-process technology
Technology that is almost totally mechanized and is based on the use of automated machines working in sequence and controlled through computers from a central monitoring station
Knowledge management
The sharing and integrating of expertise within and between functions and divisions through real-time, interconnected IT.
Job design
The process by which managers decide how to divide tasks into specific jobs.
Job simplification
The process of reducing the number of tasks that each worker performs.
Job enlargement
Increasing the number of different tasks in a given job by changing the division of labor.
Job enrichment
Increasing the degree of responsibility a worker has over his or her job.
Functional structure
An organizational structure composed of all the departments that an organization requires to produce its goods or services.
Divisional structure
An organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer.
Product structure
An organizational structure in which each product line or business is handled by a self-contained division.
Geographic structure
An organizational structure in which each region of a country or area of the world is served by a self-contained division.
Market structure
An organizational structure in which each kind of customer is served by a self-contained division; also called customer structure.
Matrix structure
An organizational structure that simultaneously groups people and resources by function and by product.
Product team structure
An organizational structure in which employees are permanently assigned to a cross-functional team and report only to the product team manager or to one of his or her direct subordinates.
Cross-functional team
A group of managers brought together from different departments to perform organizational tasks.
Hybrid structure
The structure of a large organization that has many divisions and simultaneously uses many different organizational structures
The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources.
Hierarchy of authority
An organization's chain of command, specifying the relative authority of each manager.
Span of control
The number of subordinates who report directly to a manager.
Line manager
Someone in the direct line or chain of command who has formal authority over people and resources lower down.
Staff manager
A manager responsible for managing a specialist function such as finance or marketing.
Integrating mechanisms
Organizing tools that managers can use to increase communication and coordination among functions and divisions.
Task force
A committee of managers or nonmanagerial employees from various departments or divisions who meet to solve a specific, mutual problem; also called ad hoc committee.
Strategic alliance
An agreement in which managers pool or share their organization's resources and know-how with a foreign company and the two organizations share the rewards and risks of starting a new venture.
Network structure
A series of strategic alliances that an organization creates with suppliers, manufacturers, and/or distributors to produce and market a product.
To use outside suppliers and manufacturers to produce goods and services.
Boundaryless organization
An organization whose members are linked by computers, faxes, computeraided design systems, and video teleconferencing and who rarely, if ever, see one another face-to-face.
Knowledge management system
A company-specific virtual information system that allows workers to share their knowledge and expertise and find others to help solve ongoing problems.
Business-to-business (B2B) networks
A group of organizations that join together and use IT to link themselves to potential global suppliers to increase efficiency and effectiveness.