Mgt 3310-Chapter 8-Organizational Design And Theory

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Accountability

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When managers must report and justify work results to the managers above them.

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Authority

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This refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources.

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Birth stage

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This is the non-bureaucratic stage, the stage in which the organization is created.

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Centralized authority

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With this type of authority important decisions are made by higher-level managers.

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Common purpose

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This unifies employees or members and gives everyone an understanding of the organization’s reason for being.

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Conglomerate structure

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This type of structure groups divisions around similar businesses or industries.

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Continuous- process technology

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This is highly routinized technology in which machines do all of the work.

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Coordinated effort

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The common purpose is realized through this, referring to the coordination of individual efforts into a group or organizational-wide effort.

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Customer divisions

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These tend to group activities around common customers or clients.

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Decentralized authority

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With this type of authority, important decisions are made by middle-level and supervisory-level managers.

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Delegation

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This is the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy.

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Differentiation

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This is the tendency of the parts of an organization to disperse and fragment.

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Division of labor, also known as work specialization

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This is the arrangement of having discrete parts of a task done by different people.

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Divisional structure

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In this type of structure, people with diverse occupational specialties are put together in formal groups by similar products or services, customers or clients, or geographic regions.

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Functional structure

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In this type of structure people with similar occupational specialties are put together in formal groups.

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Geographic divisions

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These types of divisions group activities around defined regional locations.

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Hero

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This is a person whose accomplishments embody the values of the organization.

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Hierarchy of authority, or chain of command

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This is a control mechanism for making sure the right people do the right things at the right time.

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Hybrid structure

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In this type of structure an organization uses functional and divisional structures in different parts of the same organization.

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Integration

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This is the tendency of the parts of an organization to draw together to achieve a common purpose.

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Large-batch technology

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This refers to mass-production, assembly-line technology.

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Line managers

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These types of managers have authority to make decisions and usually have people reporting to them.

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Matrix structure

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In this type of structure an organization combines functional and divisional chains of command in a grid so that there are two command structures—vertical and horizontal.

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Maturity stage

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In this stage the organization becomes very bureaucratic, large, and mechanistic.

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Mechanistic organization

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In this type of organization, authority is centralized, tasks and rules are clearly specified, and employees are closely supervised.

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Midlife stage

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In this stage the organization becomes bureaucratic, a period of growth evolving into stability.

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Network structure

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In this structure, the organization has a central core that is linked to outside independent firms by computer connections, which are used to operate as if all were a single organization.

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Organic organization

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In this type of organization authority is decentralized, there are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks.

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Organization

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This refers to a system of consciously coordinated activities or forces of two or more people.

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Organization chart

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This is a box-and-lines illustration showing the formal lines of authority and the organization’s official positions or division of labor.

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Organizational culture, sometimes called corporate culture

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This is a system of shared beliefs and values that develops within an organization and guides the behavior of its members.

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Organizational life cycle

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This refers to an organization’s natural sequence of stages: birth, youth, midlife, and maturity.

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Organizational size

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This organizational characteristic is usually measured by the number of full time employees.

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Paradigms

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These are generally accepted ways of viewing the world.

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Product divisions

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This type of division group activities around similar products or services.

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Responsibility

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This refers to the obligation you have to perform the tasks assigned to you.

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Rites and rituals

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These are the activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization’s life.

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Simple structure

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An organization with this structure has authority centralized in a single person, a flat hierarchy, few rules, and low work specialization.

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Small-batch technology

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In this type of technology, goods are custom-made to customer specifications in small quantities.

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Span of control, or span of management

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This refers to the number of people reporting directly to a given manager.

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Staff personnel

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These have advisory functions

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Story

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This refers to a narrative based on true events, which is repeated—and sometimes embellished upon—to emphasize a particular value.

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Symbol

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This is an object, act, quality, or event that conveys meaning to others.

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Team-based structure

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In this type of structure, teams or workgroups, either temporary or permanent, are used to improve horizontal relations and solve problems throughout the organization.

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Technology

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This consists of all the tools and ideas for transforming materials, data, or labor (inputs) into goods or services (outputs).

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Youth stage

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In this stage the organization is in a pre-bureaucratic stage, a stage of growth and expansion.