Management Exam #2 - Chapter 5

Front 1

Organization Design

Back 1

A process in which managers develop or change their organization's structure.

Front 2

Work Specialization

Back 2

A component of organization structure that involves having each discrete step of a job done by a different individual rather than having one individual do the whole job.

Front 3

Chain of Command

Back 3

The continuous line of authority that extends from the highest levels in an organization to the lowest levels and clarifies who reports to whom.

Front 4

Unity of Command

Back 4

The management principle that no person should report to more than one boss.

Front 5

Span of Control

Back 5

The number of subordinates a manager can direct efficiently and effectively.

Front 6

Authority

Back 6

The rights inherent in a managerial position to give orders and expect them to be obeyed.

Front 7

Responsibility

Back 7

An obligation to perform assigned activities.

Front 8

Line Authority

Back 8

THe authority that entitles a manager to direct the work of an employee.

Front 9

Staff Authority

Back 9

Positions that have some authority but that are created to support, assist, and advise the holders of line authority.

Front 10

Power

Back 10

An individual's capacity to influence decisions.

Front 11

Centralization

Back 11

A function of how much decision-making authority is pushed down to lower levels in an organization; the more centralized an organization, the higher the level at which decisions are made.

Front 12

Decentralization

Back 12

The pushing down of decision-making authority to the lowest levels of an organization.

Front 13

Functional Departmentalization

Back 13

The grouping of activities by functions performed.

Front 14

Product Departmentalization

Back 14

The grouping of activities by product produced.

Front 15

Customer Departmentalization

Back 15

The grouping of activities by common customers.

Front 16

Geographic Departmentalization

Back 16

The grouping of activities by territory

Front 17

Process Departmentalization

Back 17

The grouping of activities by work or customer flow.

Front 18

Mechanistic Organization

Back 18

The bureaucracy; a structure that is high in specialization, formation, and centralization.

Front 19

Organic Organization

Back 19

An adhocracy; a structure that is low in specialization, formalization, and centralization.

Front 20

Unit Production

Back 20

Production in terms of units or small batches

Front 21

Mass Production

Back 21

Production in terms of large-batch manufacturing.

Front 22

Process Production

Back 22

Production in terms of continuous processing.

Front 23

Simple Structure

Back 23

An organization that is low in specialization and formalization but high in centralization.

Front 24

Functional Structure

Back 24

An organization in which similar and related occupational specialties are grouped together.

Front 25

Divisional Structure

Back 25

An organization made up of self-contained units.

Front 26

Matrix Structure

Back 26

An organization in which specialists from functional departments are assigned to work on one or more projects led by a project manager.

Front 27

Team Based Structure

Back 27

An organization that consists entirely of work groups or teams

Front 28

Boundaryless Organization

Back 28

An organization that is not defined or limited by boundaries or categories imposed by traditional structures.

Front 29

Learning Organization

Back 29

An organization that has developed the capacity to continuously adapt and change because all members take an active role in identifying and resolving work-related issues.

Front 30

Organization Culture

Back 30

A system of share meaning within an organization that determines, to a large degree, how employees act.