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24 Cards in this Set
- Front
- Back
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Organizing |
Arranging and structuring work to accomplish an organization's goals - Tasks - Performers - Decision-making Places (Where work is handed off to the next step) |
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Organizational Structure |
The formal arrangement of jobs within an organization |
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Organizational Chart |
The visual representation of an organization's structure |
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Organizational Design |
A process involving decisions about 6 key elements - Work Specialization - Departmentalization - Chain of Command - Span of Control - Centralization/Decentralization - Formalization |
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Organizational Structure Design: Work Specialization |
Dividing work activities into separate job tasks - Old folks believed it could lead to increases in productivity - Overspecialization can result in human dis-economics such as boredom, fatigue, and high turnover |
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Organizational Structure Design: Departmentalization |
The basis by which jobs are grouped together - 5 ways - Functional - Product - Geographical - Process - Customer |
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Departmentalization: Functional |
Grouping jobs by function |
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Departmentalization: Product |
Grouping jobs by product |
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Departmentalization: Geographical |
Grouping jobs on the basis of territory |
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Departmentalization: Process |
Grouping jobs on the basis or product or customer flow |
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Departmentalization: Customer |
Grouping jobs by the type of customer and needs |
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Chain of Command |
- The continuous line of authority that extends from upper levels of an organization to the lowest of the organization - Clarifies whom reports to whom |
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Authority |
The right inherit in a managerial position to tell people what to do and to expect them to do it |
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Acceptance Theory of Authority |
The view that authority comes from the willingness of subordinates to accept it |
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Responsibility |
The obligation or expectation to perform |
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Unity of Command |
The management principle that each person should report to only one manager |
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Span of Control |
- The number of employees who can be effectively and efficiently supervised by a manager Width of Span is effected by: - Skills of the manager - Employee characteristics - Characteristics of the work being done - Similarity of tasks - Complexity of tasks - Physical proximity of subordinates - Standardization of tasks |
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Centralization
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The degree to which decision-making is concentrated at the upper level of the organization |
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Decentralization |
The degree to which lower-level employee provide input or actually make decisions |
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Employee Empowerment |
Giving employees more authority (power) to make decisions |
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Formalization |
- The degree to which jobs within the organization are standardized and the extent to which behavior is guided by rules and procedures
- Highly formalized jobs offer little discretion over what is to be done - Low formalization means fewer constraints on how employees do their work |
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Mechanistic Organization |
An organizational design that's rigid and tightly controlled
- High specialization - Rigid departmentalization - Clear chain of command - Narrow spans of control - Centralization - High formalization |
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Organic Organization |
An organization design that is highly adaptive and flexible - Cross functional teams - Cross hierarchical teams - Free flow of info - Wide spans of control - Decentralization - Low formalization |
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Contemporary Organizational Design |
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