Z302 Chapter A10 Vocab

Front 1

the deployment of organizational resources to achieve strategic goals

Back 1

organizing

Front 2

the framework in which the organizaiton degines how tasks are divided, resources are deployed, and departments are coordinated.

Back 2

organization structure

Front 3

the visual representation of an organization's structure

Back 3

organization chart

Front 4

the degree to which organizational tasks are subdivided into individual jobs; also called division of labor

Back 4

work specialization

Front 5

an unbroken line of authority that links all individuals in the organization and specifies who reports to whom.

Back 5

chain of command

Front 6

the formal and legitimate right of a manger to make decisions, ussue orders, and allocate resources to achieve organizationally desired outcomes

Back 6

authority

Front 7

the duty to perform the task or activity an employee has been assigned

Back 7

responsibility

Front 8

the fact that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command

Back 8

accountability

Front 9

the process managers use to transfer authority and responsibility to positions below them in the hierarchy

Back 9

delegation

Front 10

a form of authority in which individuals in management positions have the formal power to direct and control immediate subordinates

Back 10

line authority

Front 11

a form of authority granted to staff specialists in their area of expertise

Back 11

staff authority

Front 12

the number of employees reporting to a supervisor; also caleld span of control

Back 12

span of management

Front 13

a management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels

Back 13

tall structure

Front 14

a management structure characterized by an overall broad span of control and relatively few hierarchical levels

Back 14

flat structure

Front 15

the location of decision authority near top organizational levels

Back 15

centralization

Front 16

the location of decision authority near lower organizational levels

Back 16

decentralization

Front 17

the basis on which individuals are grouped into departments and departments into the total organization

Back 17

departmentalization

Front 18

the grouping of positions into departments based on similar skills, expertise, and resource use

Back 18

functional structure

Front 19

an organization structure in which departments are grouped based on similar organizational outputs

Back 19

divisional structure

Front 20

an organization structure that utilizes functional and divisional chains of command simultaneously in the same part of the organization

Back 20

matrix approach

Front 21

employees who report to two supervisors simultaneously

Back 21

two-boss employees

Front 22

the product or functional boss, responsible for one side of the matrix

Back 22

matrix boss

Front 23

the overseer of both the product and functional chains of command, responsible for the entire matrix

Back 23

top leader

Front 24

a group of employees from various functional departments that meet as a team to resolve mutual problems

Back 24

cross-functional teams

Front 25

a group of participants from several funvtions who are permanently assigned to solve ongoing problems of common interest

Back 25

permanent teams

Front 26

structure in which the entire organization is made up of horizontal teams that coordinate their activities and work directly with customers to accomplish the organization's goals

Back 26

team-based structure

Front 27

an organization structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization

Back 27

virtual network structure

Front 28

the process by which a manufacturing copany uses outside suppliers to provide large componenets of the product, which are then assembled into a final product by a few workers

Back 28

modular approach

Front 29

the quality of collaboration across departments

Back 29

coordination

Front 30

a temporary team or committee formed to solve a specific short-term problem involving several departments

Back 30

task force

Front 31

a person responsible for coordinating the activities of several deparments on a full-time bassis for the completion of a specific project

Back 31

project manager

Front 32

the radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.

Back 32

reengineering

Front 33

an organized group of related tasks and activities that work together to transform inputs into outputs and create value

Back 33

process

Front 34

a type of technology that involves the production of goods in batches of one or a few products designed to customer specification

Back 34

small-batch production

Front 35

a type of technology characterized by the production of a large volume of products withthe same specifications.

Back 35

mass production

Front 36

a type of technology involving mechanization of the entire work flow and nonstop production

Back 36

continuous process production

Front 37

the degree to which complex machinery is involved in the production process to the exclusion of people

Back 37

technical complexity

Front 38

technology characterized by intangible outputs and direct contact between employees and customers

Back 38

serice technology

Front 39

technology characterized by use of the internet and other digital processes to conduct or support business operations

Back 39

digital technology