Management: Chapter 7

Front 1

Organization chart

Back 1

Depicts the positions in the firm and the way they are arranged

-provides a picture of the reporting structure and activities carried out by different individuals

Front 2

Mechanistic organization

Back 2

A formal structure intended to promote internal efficiency

Front 3

Organic structure

Back 3

Organizational form that emphasizes flexibility, much less rigid

- depends heavily on an informal structure of employee networks

- the more organic the firm, the more responsive it is to changing competitive demands and market realities

Front 4

Differentiation

Back 4

The organization is composed of many different units that work on different kinds of tasks, using different skills and work methods

-an aspect of the organization's internal environment created by job specialization and the division of labor

Front 5

Integration

Back 5

The degree to which differentiated work units work together and coordinate their efforts

-differentiated units are out back together so that the work is coordinated into an overall product

Front 6

Specialization

Back 6

Different people of groups perform specific parts of the larger task

Front 7

Vertical differentiation

Back 7

Authority within an organization

-board of directors, chief executive officer, and hierarchical levels, as well as issues pertaining to delegation and decentralization

Front 8

Horizontal differentiation

Back 8

Exploring issues of departmentalization that create functional, divisional, and matrix organizations

Front 9

Vertical structure- 4 dimensions

Back 9

Authority, span of control,delegation, and centralization shape the company's reporting relationships, responsibility, and accountability

Front 10

Structural integration

Back 10

Coordination, organizational roles, interdependence, boundary spanning

Front 11

Board of directors

Back 11

-owners are stock holders

-few are directly involved in managing the organization

-Board makes major decisions affecting organization

-determines the firm's strategic direction and review financial performance; assure ethical, socially responsibility, and legal conduct

Front 12

CEO

Back 12

-occupies top of organizational pyramid

-personally accountable for organizations performance

-holds at least 2 positions, chair of the board or president of the organization

Front 13

Span of control

Back 13

The number of subordinates who report directly to an executive or supervisor

-differences affect the shape of an organization

Front 14

Delegation

Back 14

The assignment of new or additional responsibilities to a subordinate

Front 15

Centralized organization

Back 15

An organization in which high-level executives make most decisions and pass them to lower levels for implementation

Front 16

Decentralized organization

Back 16

An organization in which lower-level managers make important decisions

Front 17

Line departments

Back 17

Units that deal directly with the organization's primary goods and services

-have responsibility for principal activities, make/sell things, provide customer service

Front 18

Staff departments

Back 18

Provid specialized or professional skill that Support line dept.

-include research, legal, accounting, public relations, HR

Front 19

Departmentalization

Back 19

Subdividing an organization into smaller subunits

Front 20

Functional organization

Back 20

Jobs that are specialized and grouped according to business functions and the skills they require

-production, marketing, HR, research and development, finance, accounting, etc.

Front 21

Divisional organization

Back 21

Groups all functions into a single division and duplicates functions across all the divisions

Front 22

Product divisions

Back 22

All functions that contribute to a given product are organized under one product manager

Front 23

Customer divisions

Back 23

Divisions are built around groups of customers

Front 24

Geographic divisions

Back 24

Divisions are structured around geographic regions

Front 25

Matrix organization

Back 25

Hybrid form organization in which function and divisional forms overlap

Front 26

Unity of command principle

Back 26

States a person should only have one boss

Front 27

Network organization

Back 27

Collection of independent, mostly single function firms that collaborate to produce a good or service

Front 28

Modular network

Back 28

Temporary arrangements among partners that can be assembled to adapt to the environment

-virtual network

Front 29

Broker

Back 29

Person who assembles and coordinates participants in a network

Front 30

Standardization

Back 30

Establishing common routines and procedures that apply uniformly to everyone

Front 31

Formalization

Back 31

The presence of rules and regulations governing how people in the organization interact

Front 32

Coordination by plan

Back 32

Interdependent units are required to meet deadlines and objectives that contribute to a common goal

Front 33

Slack resources

Back 33

Resources that organizations can rely on in a pinch

Front 34

Strategic alliance

Back 34

A formal relationship created with the purpose of joint pursuit of mutual goals

-individual organizations share administrative authority, form social links, and accept joint ownership

Front 35

Learning organization

Back 35

An organization skilled at creating, acquiring, and transferring knowledge, and at modifying it's behaviour to reflect new knowledge and insights

Front 36

ISO 9001

Back 36

A series of voluntary quality standards developed by a committee working under the ISO

Front 37

ISO

Back 37

International organization for standardization

-a network of national standards institutions in more than 150 countries

Front 38

Small batches

Back 38

Technologies that produce goods and services in low volume

Front 39

Large batch

Back 39

Technologies that produce goods and services in high volume

-structure more mechanistic

-more rules and formal procedures

-decision makin ? More centralized with higher spans of control

-communication more formal, authority more prominant

Front 40

Continuous process technologies

Back 40

A process that is highly automated and has continuous production flow

-structure more organic because of less supervision

-communication informal, fewer rulers and regulations established

Front 41

Mass customization

Back 41

Production of varied, individually customized products at the low cost of standardized, massproduced products