Management

Front 1

Organizing

Back 1

is the process of arranging people and other resources to work together

Front 2

Organizational Structure

Back 2

system of tasks, reporting relationships, and communication linkages

Front 3

Organization Chart

Back 3

describes the arrangement of work positions within an organization

Front 4

Formal Structure

Back 4

is the official structure of the organization.

Division of work
Supervisory relationships
Communication channels
Major subunits
Levels of management

Front 5

Informal Structure

Back 5

is the set of unofficial relationships among an organizations members

Front 6

Informal learning

Back 6

takes place throughout the day by interacting together

Front 7

Informal structures

Back 7

are susceptable to rumor, carry inacurate info, and divert workers

Front 8

Departmentalization

Back 8

group work positions into formal teams

Front 9

Functional structures

Back 9

people with similiar skills and tasks grouped together

Front 10

Advantages of functional structure

Back 10

Effcient
Consistant
Problem Solving

Front 11

Functional Chimney Problem

Back 11

lack of communication, cordination, and problem solving

Front 12

Divisional Structure

Back 12

groups people working on the same product, same area, similar customers or processes

Front 13

Advantages & Dis of divisional structure

Back 13

flexibility
improved coordination
focused on customers, products, and regions

dis - reduce economies of scale and increase costs

Front 14

Product structure

Back 14

groups together people and jobs focused on a single product or service

Front 15

Geographic or Area structures

Back 15

groups together people in a similar area

Front 16

customer structure

Back 16

groups people together that service the same customers or clients

Front 17

process structure

Back 17

groups jobs and activities that are part of the same process

Front 18

matrix structure

Back 18

combines functional and divisional approaches to emphasize project or program teams.

disadvantages - power struggles

Front 19

work process

Back 19

related tasks collectivley creates value for the customer, such as order fulfillment

Front 20

Examples of matrix organization

Back 20

manufacturing, service, professional, non-profit

Front 21

Team structure

Back 21

uses perminant and temp. cross function teams to improve lateral relations

Front 22

cross-functional team

Back 22

brings together members from different functional departments

Front 23

project teams

Back 23

for a particular task, then disbanded

Front 24

Advant vs. disadvan of team structure

Back 24

advan - eliminate difficulties with communication and functional chimney problems

disadvan - conflicting loyalties. bad time management with meetings

Front 25

Network structure

Back 25

uses IT to link with networks of outside suppliers. fewer full time employees, less complex internal systems. lean and streamlined.

Front 26

boundaryless organization

Back 26

eliminates internal boundries amoung subsystems and ext. environment. absense of hierarchy

Front 27

Virtual organization

Back 27

uses IT and internet to engage a shifting network of strategic alliances

Front 28

Organizational design

Back 28

process of creating structures that accomplish mission and objectives

Front 29

bureaucracy

Back 29

emphasizes formal authority, order, fairness, and efficiency

Front 30

mechanized design

Back 30

centralized with many rules and procedures, a clear cut division of labor, narrow spans of control, and formal coordination

Front 31

Organic design

Back 31

is decentralized with fewer rules and procedures, open divisions of labor, wide spans of control, and more personal coordination. good for dynamic environs.

Front 32

adapative organization

Back 32

operates with a minimum of bureacratic features and encourages teamwork.

Front 33

Subsystem

Back 33

is a work unit of smaller component within a larger organization

Front 34

differentiation

Back 34

is the degree of difference between subsytems in an organization

Front 35

integration

Back 35

is the level of coordingation achieved between subsystems in an organization

Front 36

chain of command

Back 36

links all persons with successively higher levels of authority

Front 37

span of control

Back 37

is the number of subordinates directly reporting to a manager

Front 38

delegation

Back 38

is the process of distributing and entrusting work to other persons.

Front 39

Steps of delegation

Back 39

1. Manager assigns responisbility
2. Manager grants authority to act.
3. Manager creates accontability.

Front 40

authority and responisibility principle

Back 40

states that authority should equal responsibility when work is delegated to a subordinate

Front 41

Centralization

Back 41

is the concentration of authority for most decisions at the top level of organization

Front 42

Decentralization

Back 42

is the dispersion of authority to make decisions throughout all organization levels

Front 43

Staff positions

Back 43

provide technical expertise for toher parts of the organization