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53 Cards in this Set
- Front
- Back
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____ is the what. ______ is the how |
Strategy, oganizing |
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____ follows function |
form |
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what comes before structure? |
Strategy (form follows function) |
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____ is a powerful tool for reaching strategic goals |
structure |
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What are the three points to how Organization structure is defined? |
1) set of formal tasks assigned to individuals and departments 2)Formal reporting relationships: -lines of authority, decision responsibility, # of hierarchal levels, span of manager's control 3) design of systems to ensure effective coordination of employees across departments |
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ensuring ____ across departments is just as important as defining the departments to begin with |
coordination |
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What can be a problem with Work Specializtion |
-insolate workers -decrease coordination across departments or people |
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work specialization chain of command span of management centralization/decentralization
all terms under what key term? |
Vertical Organization |
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another term for work specialization |
division of labor |
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What guy is important in the term, Chain of command? |
Henri Fayole (classical perspective) |
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Who developed the principles of unity of command scalar chain
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Henri Fayole (classical perspectve) |
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chain of authority that extends from the top of the organizational hierarchy to the bottom. every employee included |
Scalar chain |
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Formal and legitimate right of a manager to make decisions, issue orders, allocate resources, achieve organizational desired outcomes |
authority |
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Who came up with the "acceptance view of authority" |
Chester Barnard |
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What is authority invested in? |
The position (not the person) |
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What are 3 key terms for authority? |
-vested in position not poeple -flows down vertical hierarchy -accepted by subordinates (Chester Barnard) |
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What kind of delegation strategy did Meetup.com use? |
delegating authority to lower employees (choose their own products, use creativity ect.) |
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_____ departments perform tasks that reflect the organization's primary goal and mission. |
line departments |
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___ departments include all those that provide specializd skills in support of of line departments. marketing, labor relations, research, accounting, human resources |
Staff departments |
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____ authority means that people in management positions have formal authority to direct and control immediate subordinates. |
Line |
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_____ authority is narrower and includes the right to adivse, recommend and counsel in it's area of expertise |
stafff |
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def the number of employees reporting to a superviser. -determines how closely a supervisor can monitor subordinates |
span of management (span of control) |
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What span of management did traditional views of organization design recommend? modern? |
7-10 subordinates per manager -30-40 even higher. rewarding self sufficiency, autonomy |
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What type of span of control? what kind of variables are these? -work performed is stable and routine -subordinates perform similar work tasks -ppl concentrated in a single location -ppl highly trained, need little direction -rules and procedures defining task activities -support systems and personnel are available
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large span of control contingency variable |
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What determines whether an organizational structure is tall or flat? |
average span of control |
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Toyota is famous for its ___ production system |
lean |
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CIO |
chief information Officer |
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CMO |
Chief Marketing Officer |
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COO |
Chief Operations Officer |
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C-suite |
corporation's most important senior exectuives (CMO, COO, CIO) |
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decision authority is pushed downward to lower organization levels. decision authority is located near the top. |
decentralization, centralization |
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What terms answer the question, where are decisions made? |
Centralization/Decentralization |
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what is the flipside of authority? |
responsibility |
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what are the 5 approaches to departmentalization |
functional divisional matrix teams virtual networks |
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What is the Functional Structure (departmentalization) also called? |
U-form (unitary structure) |
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Departmentalization: activities grouped together by common function from the bottom to top. based on similar skills, work activites, expertise, resource use |
Functional structure (U-form) |
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A functional Structure can be thought of as departmentalization by ______ |
organizational resources |
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what kind of form is the Functional Structure (departmentalization) in? |
Vertical |
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advantages: -enhance the development of in-depth skills -unified direction
disadvantages: -barriers across departments -slow response to environmental changes or need for innovation
which type of Departmentalization structure?
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Functional |
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Departmentalization: What is the divisional structure also called? |
M-form (multi-divisional) Decentralized Form Product Structure Programmed Structure self-contained Unit Structure |
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Departmentalization which structure: occurs when departments are grouped together based on similar organizational outputs |
divisional structure |
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Departmentalization structure: separate divisions can be organized with responsibility for individual products, services, product groups, major projects or programs,divisions businesses or profit centers |
Divisional Structure (M-form, decentralized) |
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Departmentalization structure: resources grouped in terms of what is being produced and what customers are being served
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Divisional Structure |
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Departmentalization structure: GE GM (divisions)
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Divisional
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What is the primary difference b/t divisional and functional structures? |
The chain of command converges lower in the hierarchy |
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Why are Geographic or Customer based division helpful in Divisional structure? |
helps with -competitive advantage -semiautonomous local units |
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Departmentalization structure:
advantages: -flexible and responsive to change -concern for customer needs is high -coordination across functional departments is better (ppl grouped in single location)
disadvantages: -communication across divisions bad -duplication of resources -high cost -might use multiple facilities -loses efficiency and economies of scale -may lack technical expertise and training |
Divisional |
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Departmentalization structure: Combines aspects of functional and divisional structures -way to improve horizontal communication and info sharing -dual lines of authority (horizontal and vertical) -two-boss employees |
Matrix Approach |
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Who is the matrix boss in the Matrix Approach to Departmentalization |
the product or functional boss, who is responsible for one side of the matrix |
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Who is the top Leader in the Matrix Approach to Departmentalization |
Responsible for entire matrix -oversees both product and functional chains of command -responsible to maintain a power balance between two sides of matrix. if dispute arises between product and functional boss it goes to top leader |
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What two kinds of structure can the Matrix Approach take? |
product, global (countries)
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Departmentalization structure:
advantages: -highly effective in turbulent environments -effective use of human resources (specialists transfered across divisions)
disadvantages: -confusion from dual chain of command -conflict between divisional and functional (rivalry) -managers spend a lot of time coordinating meetings and assignments
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Matrix Approach |
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.what kind of interesting Divisional structure has Disney Channel taken? -what is another way it's called to structure |
structured into geographic divisions -customer group |
