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15 Cards in this Set

  • Front
  • Back
Establishing structures and systems to get the desired results
Complexity (Organizational Design)
the degree of differientation
Formalization (Organizational Design)
Degree to which an organization relies on rules and procedures
Centralization (Organizational Design)
Where decision-making autjhority is located (Centralized or decentralized)
Vertical specialization (Organizational design)
Also heirarchy, dimension that addresses complexity and centralization by defining who reports to whom)
Upper management roles
vision, purpose, beliefs, values, create culture, strategic planning, resources, change
Middle management roles
mobilize employees to achieve organizational goals
Span of control
how many subordinates a manager can effectively supervise
Horizontal specialization
How work activities are are divided and organized. Based on division of labor
Big Q, little q
Big Q - manageing for quality in all organizational processes and products, little q, only factory products and processes
Key elements of quality culture
Leadership, quality of management, organizational learning, shared values, good union relations
ASQ Six leadership competencies
navigator, communicator, mentor, learner, builder, motivator
ASQ Personal Leadership Characteristics
Accountability, courage, humility, integrity, creativity, perserverance, well-being
Management functions
Planning, Organizing, Leading, Controlling
Planning (Management0
Define goals for operational unit, set performance objectives, identify actions to achieve them