Chapter 7; Exam 2

Front 1

Organizational Culture and what does it ensure that organizational members do?

Back 1

A firm's shared values, beliefs, traditions, philosophies, rules and role models for behavior (aka corporate culture)

Ensures that:
-that they share values
- observe common rules
- share problem solving approaches

Front 2

What does formal expression entail? (6)

Back 2

Mission statement, code of ethics, manuals, ceremonies, memoranda, stories (sometimes becomes mythical)

Front 3

What is informal expression? (3)

Back 3

dress code (or lack of one), work habits, and extracurricular activities

Front 4

Organizational Structure

Back 4

Is the arrangement or relationship of positions within an organization

Structure develops as:
-managers assign work tasks to individuals
and groups
-coordination of diverse activities to attain
objectives

Front 5

Organizational Charts

Back 5

visual displays of the organizational structure, lines of authority, staff relationships, permanent committee arrangements and lines of communication

Front 6

Specialization and why do you specialization?

Back 6

managers divide the labor into small, specific tasks and assign employees individual tasks to accomplish

Why specialize?
-efficiency
- ease of training
-activities too numerous for one person

Front 7

Departmentalization and what are the 4 different departmentalizations?

Back 7

Group of jobs into working units (departments, units, groups, divisions)

4 types:
functional
product
geographical
customer

Front 8

Delegation of authority

Back 8

Giving employees tasks and empowering them to make commitments, use resources and take action to carry out tasks

Front 9

Responsibility

Back 9

Obligation placed on employees to perform assigned tasks and be held accountable for proper execution

Front 10

Accountability

Back 10

employees who accept an assignment and the responsibility to complete it are answerable to a superior for work outcomes

Front 11

Centralized organizations

Back 11

authority is concentrated at the top level

very little delegation to lower levels

Front 12

Decentralized organizations

Back 12

decision making authority is delegated as far down the chain of command as possible

Front 13

Span of management

Back 13

the # of subordinates who report to a particular manager

wide span & narrow span

Front 14

Wide Span of Management

Back 14

exists when a manager directly supervises a very large # of employees

(flat organization)

decentralized

Front 15

Narrow Span of Management

Back 15

exists when a manager directly supervises only a few subordinates

centralized

Front 16

Line and Staff Structure

Back 16

can provide info to other departments

report up

Front 17

Multidivisional Structure

Back 17

organizes departments into larger groups called divisions
occurs as organizations grow larger and more diversified
Divisions can be formed on the same bases as departments: customer, product, and geography
Delegation of authority and divisionalized work

Front 18

Matrix Structure

Back 18

most complex form

multiple bosses + expectations

chaotic for employee

Front 19

Group

Back 19

two or more individuals who communicate with one another, share a common identity and have a common goal

Front 20

Team

Back 20

a small group whose members have complementary skills; have a common purpose, goals, and approach; hold themselves mutually accountable

Front 21

Groups vs. Teams

Back 21

?

Front 22

Committee

Back 22

a permanent, formal group performing a specific task

Front 23

Task force

Back 23

a temporary group responsible for a particular change activity

Front 24

Project teams

Back 24

similar to task forces in that they have total control of a specific project

Front 25

Product Development Teams

Back 25

formed to devise, design and implement a new product

Front 26

Quality Assurance Teams (Quality Circles)

Back 26

brought together from throughout the organization to solve specific problems

Front 27

Self-directed Work Teams

Back 27

responsible for an entire work process that delivers a product to a customer

Front 28

Organizational Communications

Back 28

?

Front 29

Technology and Communication

Back 29

Technology has generated many alternatives to face-to-face communication

ex. voice mail, email, online newsletters, videoconferencing, online meeting services

Front 30

Formal Communication

Back 30

Flow of communication within the formal organizational structure as depicted on organizational charts

upward, downward, horizontal, and diagonal communication

Front 31

Informal Communication

Back 31

separate from management's formal, official communication channels
"grapevine"
managers can utilize informal communications as a sounding device

Front 32

Monitoring Communications + how must managers monitor communications?

Back 32

technological advances and electronic communication have made monitoring communications at work necessary

Managers must monitor communications:
-without invading employee privacy
- while generating respect and mindfulness
amongst employees