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
Reading...
Front

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

image

Play button

image

Play button

image

Progress

1/16

Click to flip

16 Cards in this Set

  • Front
  • Back
Give examples of 2) Increasing coordination potential
see page 8-3
- vertical information systems
- lateral relationships
- boundary-spanning roles
- committees & task forces
- integrating roles
- managerial linking roles
- matrix organization
Formal organized groups that are generally long lasting or permanent parts of an organization are _____.
committees
* What is the span of management and why is it important?
Span of management : the number of subordinateswho report directly to a given manager, Important becaouse the span of management:
- may affect the efficient utilization of managers and the effective performance of their subordinates.
- affects the organization structure (size, configuration).
Firms that mass produce products can succeed with ____ organizational designs.
classical
* Describe 3 differences between classical bureaucracy and adhocracy
Adhocracy:
- highly adaptive, loose and flexible
- jobs people do are not standardized.
- people require little supervision

Bureaucracy:
- Inflexible, rigid, cannot change rapidly.
- jobs defined
- highly supervised
In a ______ system, the activities of organization are broken down into separate, specialized tasks.
bureaucratic
* Describe differences between mechanistic and organic sytems
Mechanistic systems:
a) activities or organization broken down into separate specialized tasks.
b) Objectives and authority for each individual and unit are precisely defined by higher level managers
c) power follows classical bureaucratic chain of command.
d) best suited to stable environment

Organic sytems:
a) individuals likely to work in a group setting
b) less emphasis on taking orders from superiors or giving ordrs to subordinates.
c) members communicate across all levels of the organization to obtain information and advice.
d) best suited to turbulent environment
_____ refers to the vertical authority of a manager in an organization.
span of control
* List 3 advantages of the classical Bureaucratic model of organizational design
see page 8-5
1) members know the chain of command and their place in it. Usually one boss (unity of command).
2) tasks are specialized
3) activities are coordinated
4) career opportunities are provided for members
5) rules & regulations are clear
6) appointment & promotion are by merit
The ____ approach to organizational design is characterized by strong formal authority.
classical
Give examples of 3) reducing the need for coordination.
see page 8-3
- creating slack resources
- creating independant units
Direct contact between indivuals who must deal with the same situation or problem is an example of ____.
a lateral relationship
* List 3 disadvantages of the classical bureaucratic model of organizational design
1) bloated & costly staff
2) formal impersonality
3) slow reactions to changing environments
4) political infighting among individuals and work units
5) associated with bigness & it's problems
____ is the process of integrating the objectives and activities of separate units of an organization to achieve organizational goals.
coordination
* Describe 3 approaches to effective coordination. Give examples of each
1) basic management techniques 2) Increasing coordinaation potential and 3) reducing the need for coordination.
Give examples of Basic management techniques
see page 8-3
- hierarchy
- rules & procedures
- plans & goals