Intro To Business Chpt 7

Front 1

What is the function of a company's organization structure

Back 1

provides a framework through which a company can coordinate and control the work, divide responsibilities, distribute authority, and hold employees accountable.

Front 2

accountability

Back 2

obligation to report work results to supervisors or team members and to justify any outcomes that fall below expectations

Front 3

authority

Back 3

power to make decisions, issue orders, carry out actions, and allocate resources to achieve the organizations goals

Front 4

delegation

Back 4

the assignment of work and the transfer of authority and responsibility to complete that work

Front 5

4 types of departmentalization

Back 5

1. function: according to skills, resoure use and expertise

2. division: self-contained depts

3. matrix: assigns employees from depts to interdisciplinary project teams and must report to dept head and project leader

4. network: connects separate co. that perform selected tasks for a headquarters organization

Front 6

5 most common form of teams

Back 6

1. problem solving: seek ways to improve a situation then submit recommendation to management
2. self managed: seldom require supervision
3. functional: employees within a single functional dept.
4. cross-functional: draws from various depts
5. virtual: bring employees from distant locations

Front 7

advantages of working in teams:

Back 7

a. potential to increase creativity, motivation, performance & satisfaction of workers
b. can lead to greater co. efficiency, flexibility and cost savings

Front 8

disadvantages of working in teams

Back 8

a. difficulties of managing employees changing roles
b. possibilities of free riders and groupthink
c. cost and time needed to coordinate members schedule and project parts

Front 9

4 roles of team members

Back 9

1. task specialist role
2. dual role
3. nonparticipator role
4. socioemotional role

Front 10

7 characteristics of effective teams

Back 10

1. clear sense of purpose
2. open and honest communication
3. creative thinking
4. focused
5. decision by consensus
6. size of 5-12
7. manage conflict constructively

Front 11

5 stages of team development

Back 11

1. forming
2. storming
3. norming
4. performing
5. adjourning

Front 12

Causes of team conflict:

Back 12

1. competition for resources
2. disagree over who is responsible for a certain task
3. poor communication
4. intentionally withholding info ]
5. basic differences in values, attitudes, and personalities
6. questioning of power or power struggles
7. pursuing different goals

Front 13

how to resolve conflict:

Back 13

1. avoidance
2. defusion
3. confrontation

Front 14

how can management prevent conflicts

Back 14

1. clear goals that require the efforts of every member
2. develop well-defined tasks for each member
3. Facilitate open communication

Front 15

2 types of communication

Back 15

1. formal: follows the official structure of organization
2. informal: follows the oganizations unofficial lines of activity and power

Front 16

distortion

Back 16

misunderstanding that results when a message passes through too many links in the organization

Front 17

2 common barriers to effective communication

Back 17

1 a lack of attention on the receiver's part
2 either the sender or the receiver has strong emotions about a subject

Front 18

3 other barriers to communication

Back 18

1. perceptual differences
2. incorrect filtering
3. language

Front 19

organization chart

Back 19

diagram showing how employees and tasks are grouped and where lines of communication and authority flow

Front 20

informal oganization

Back 20

network of informal employee interactions that are not defined by the formal structure

Front 21

work specialization (division of labor)

Back 21

specialization in or responsibility for some portion of an organization's overall work tasks

Front 22

line organization

Back 22

chain of command system that establishes a clear line of authority flowing down from the top

Front 23

line and staff organization

Back 23

clear chain of command but that also includes functional groups of people who provide advice and specialized services

Front 24

span of management (span of control)

Back 24

number of people under one manager's control

Front 25

flat organiztions

Back 25

wide span of management and few hierarchical levels

Front 26

tall organizations

Back 26

narrow span of management and many hierarchical levels

Front 27

centralization

Back 27

concentration of decision making authority at the top of the organization

Front 28

decentralization

Back 28

delegation of decision making authority to employees in lower level positions

Front 29

vertical organization

Back 29

linking activities at the top of the oganization with those at the middle and lower levels

Front 30

customer divisions

Back 30

divisional structure that focuses on customers or clients

Front 31

geographic divisions

Back 31

divisional structure that focuses on location of operations

Front 32

product divisions

Back 32

divisional structure based on products

Front 33

examples of cross functual teams

Back 33

1. task force
2. committee
3. special purpose team