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65 Cards in this Set

  • Front
  • Back
5 Types of departmentalization
functional
product customer
geographic
matrix
functional department. advantages / disadvantages
specialists

reduces duplication

easier to manage

-----
cross-department coordination

slower decision-making
product depart. adv/disadv
specialization

easier to assess department performance

faster decision making
-------

duplication

coordination
customer depart. adv/disadv
focuses on customer needs

-------

duplication of resources

coordination
geographic depart. adv/disadv
responds to needs of different markets

reduce costs

------
coordination (distance)
matrix adv/disadv
allow mgmt of large complex tasks

avoid duplication
-----

high level of coordination
how to be a better delegator
trust staff

avoid perfection

give effective instructions

know your interests

follow up on progress

praise staff

provide resources
3 types of task interdependence
pooled
sequential
reciprocal
Elements of intra organizational processes (3)
reengineering

empowerment

behavioural informality
3 types of interorganizational processes
modular organizations

virtual organizations

boundaryless organizations
organizational structure
the vertical and horizontal configuration of departments, authority, and jobs withing a company
organizational process
the collection of activities that transforms inputs into outputs that customers value
departmentalization
subdividing work and workers into separate organizational units responsible for completing particular tasks
functional departmentalization
organizing work and workers into separate units responsible for particular business functions or areas of expertise
product departmentalization
organizing work and workers into separate units responsible for producing particular products or services
5 Types of departmentalization
functional
product customer
geographic
matrix
functional department. advantages / disadvantages
specialists

reduces duplication

easier to manage

-----
cross-department coordination

slower decision-making
product depart. adv/disadv
specialization

easier to assess department performance

faster decision making
-------

duplication

coordination
customer depart. adv/disadv
focuses on customer needs

-------

duplication of resources

coordination
geographic depart. adv/disadv
responds to needs of different markets

reduce costs

------
coordination (distance)
matrix adv/disadv
allow mgmt of large complex tasks

avoid duplication
-----

high level of coordination
how to be a better delegator
trust staff

avoid perfection

give effective instructions

know your interests

follow up on progress

praise staff

provide resources
3 types of task interdependence
pooled
sequential
reciprocal
Elements of intra organizational processes (3)
reengineering

empowerment

behavioural informality
3 types of interorganizational processes
modular organizations

virtual organizations

boundaryless organizations
organizational structure
the vertical and horizontal configuration of departments, authority, and jobs withing a company
organizational process
the collection of activities that transforms inputs into outputs that customers value
departmentalization
subdividing work and workers into separate organizational units responsible for completing particular tasks
functional departmentalization
organizing work and workers into separate units responsible for particular business functions or areas of expertise
product departmentalization
organizing work and workers into separate units responsible for producing particular products or services
customer departmentalization
organizing work and workers into separate units resonsible for particular kinds of customers
geographic departmentalization
organizing work and workers into separate units responsible for doing business in particular geographical areas
matrix departmentalization
a hybrid organization structure in which two or more forms of departmentalization most often product and functional are used together
authority
the right to give commands, take action and make decisions to achieve organizational objectives
chain of command
the vertical line of authority that clarifies who reports to whom through out the organization
unity of command
a management principle that workers should report to just one boss
span of control
the number of people reporting to a specific supervisor
line authority
the right to command immediate subordinates in the change of command
staff authority
the right to advis but not command others who are not subordinates in the chain of command
line function
an activity that contributes directly to creating or selling of the company's products
staff function
an activity that does not contribute directly to creating or selling the company's products but instead supports line activities
delegation of authority
the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manger is normally responsible
centralization of authority
the location of more authority at the upper levels of the organization
decentralization
the location of a significant amount of authority in the lower levels of the organization
standardization
solving problems consistently applying some rules, procedures and processes
job design
the number, kind and variety of tasks that workers perform in doing their jobs
job specialization
a job composed of a small part of a larger task or process
job rotation
periodically moving workers from one specialized to to another
job enlargement
increasing the number of different tasks that a worker performs withing one particular job
job enrichment
increasing the number of tasks in a particular job and giving workers that authority and control to make meaningful decisions about their work
mechanistic organizations
organization characterized by specialized jobs and responsibilities, precisely defined, unchanging roles and a rigid chain of command base on centralized authority and vertical communication
organic organization
organization characterized by broadly defined jobs and responsibility; loosely defined frequently changing roles and decentralized authority and horizontal communication based on task knowledge
intraorganizational process
a collection of activities that take place within an organization to transform inputs to outputs
reengineering
fundamental rethinking and radical redesign of business processes to achiieve dramatic improvements in critical measures of performance such as cost, quality service and speed
task interdependence
the extend to which collective action is required to complete an entire piece of work
pooled interdependence
work completed by having each job or department independently contribute to the whole
sequential interdependence
work completed in succession, with one group or job's outputs becoming the inputs for the next group or job
reciprocal interdependence
work completed by different jobs or groups working together in a back-and -forth manner.
empowering workers
permanently passing decision-making authority and responsibility from managers to workers by giving them the information and resources they need to make and carry out good decisions
behavioural informality
workplace atmosphere characterized by spontaneity, casualness and interpersonal familiarty
behavioural formality
workplace atmosphere characterized by routine and regimen, rules about how to behave and detachment
interorganizational process
a collection of activities that take place among companies to transform inputs into outputs that customers value
modular organization
an organization the outsources noncore business activities to outside companies, suppliers, specialists or consultants.
virtual organization
an organization that is part of a network in which many companies share skills, costs, capabilities, markets and customers to collectively solve customer problems specific products or services
Boundaryless Organizations
a speedy responsive, and flexible organization in which vertical horizontal external and geographic boundaries are removed or minimized.