Management - Chapter 11

Front 1

Organizing

Back 1

Arranging and structuring work to accomplish an organization’s goals Or

Front 2

Organizational Structure

Back 2

How job tasks are formally divided, grouped, and coordinated within an organization

Front 3

Organizational Chart

Back 3

The visual representation of an organizations structure

Front 4

Organizational design

Back 4

The process of developing or changing an organization’s structure

Front 5

Work specialization

Back 5

The degree to which activities in an organization are subdivided into separate job tasks; also known as division of labour

Front 6

Departmentalization

Back 6

The basis on which jobs are grouped together

Front 7

Functional Departmentalization

Back 7

- Manager Engineering

- Manager Accounting

- Manager Manufacturing

- Manager Human Resources

- Manager Purchasing

Front 8

Geographical Departmentalization

Back 8

Talks about the location

Front 9

Product Departmentalization

Back 9

For product line

Front 10

Cross-functional teams

Back 10

Work teams made up of individuals who are experts in various functional specialties together

Front 11

Chain of Command

Back 11

The continuous line of authority that extends from the top of the organization to the lowest level and clarifies who reports to whom

Front 12

Authority

Back 12

The rights inherent in a managerial position to tell people what to do and to expect them to do it

Front 13

Acceptance theory of authority

Back 13

The view that authority comes from the willingness of subordinates to accept it

Front 14

Line of authority

Back 14

Authority that entitles a manager to direct the work of an employee

Front 15

Staff authority

Back 15

Positions with some authority that have been created to support, assist, and advise those holding line authority

Front 16

Responsibility

Back 16

The obligation or expectation to perform any assigned duties

Front 17

Unity of command

Back 17

The management principle that each person should report to only one manager

Front 18

Span of control

Back 18

The number of employees a manager can effectively and efficiently manage

Front 19

Centralization

Back 19

The degree to which decision making is concentrated at upper level of the organization

Front 20

Decentralization

Back 20

The degree to which lower level employees provide input or actually make decisions

Front 21

Employee empowerment

Back 21

Giving employees more authority (power) to make decisions

Front 22

Formalization

Back 22

The degree to which jobs within the organization are standardized and the extent to which employee behaviour is guided by rules and procedures

Front 23

Mechanistic organization

Back 23

Is rigid and tightly controlled

Front 24

Organic organization

Back 24

Is highly adaptive and flexible

Front 25

Unit production

Back 25

The production of items in units or small batches

Front 26

Mass production

Back 26

The production of items in large batches

Front 27

Process production

Back 27

The production of items in continuous process

Front 28

Simple structure

Back 28

With low departmentalizations

Wide spans of control

Authority centralized in a single person

Little information

Front 29

Functional structure

Back 29

That groups similar or related occupational specialties together

Front 30

Divisional structure

Back 30

Consists of separate business units or divisions

Front 31

Team structure

Back 31

The entire organization is made up of work teams

Front 32

Matrix structure

Back 32

Assigns specialists from different functional departments to work on one or more projects

Front 33

Project structure

Back 33

Which employees continuously work on projects

Front 34

Boundary less organization

Back 34

Whose design is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined sturcture

Front 35

Internal boundaries

Back 35

The horizontal ones imposed by work specialization and departmentalizations and the vertical ones that separate employees into organizational levels and hierarchies

Front 36

External boundaries

Back 36

That separate the organization from its customers, suppliers, and other stakeholders.

Front 37

Virtual organization

Back 37

An organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects

Front 38

Network organization

Back 38

Uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processes

Front 39

Learning organization

Back 39

Has developed the capacity to continuously learn, adapt, and change