Aim 40 - Chapter 10

Front 1

Organizational Architecture

Back 1

The organizational structure, control systems, culture, and human resource management systems that together determine how efficiently and effectively organizational resources are used.

Front 2

Organizational Structure

Back 2

A formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals.

Front 3

Organizational Design

Back 3

The process by which managers make specific organizing choices that result in a particular kind of organizational structure.

Front 4

Factors affecting organizational structure

Back 4

1) the organizational environment

2) strategy

3) technology

4) human resources

Front 5

Job Design

Back 5

The process by which managers decide how to divide tasks into specific jobs.

Front 6

Job Simplification

Back 6

The process of reducing the number of tasks that each worker performs.

Front 7

Job Enlargement

Back 7

Increasing the number of different tasks in a given job by changing the division of labor.

Front 8

Job Enrichment

Back 8

Increasing the degree of responsibility a worker has over his or her job.

Front 9

The Job Characteristics Model

Back 9

Each job has 5 characteristics that determine how motivating the job is:

1) Skill Variety

2) Task Identity

3) Task Significance

4) Autonomy

5) Feedback

Front 10

Functional Structure

Back 10

An organizational structure composed of all the apartments that an organization requires to produce its goods or services.

Front 11

Divisional Structure

Back 11

An organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer.

Front 12

Product Structure

Back 12

An organizational structure in which each product line or business is handled by a self-contained division.

Front 13

Geographic Structure

Back 13

An organizational structure in which each region of a country or area of the world is served by a self-contained division.

Front 14

Market Structure

Back 14

An organizational structure in which each kind of customer is served by a self-contained division; also called customer structure.

Front 15

Matrix Structure

Back 15

An organizational structure that simultaneously groups people and resources by function and product.

Front 16

Product Team Structure

Back 16

An organizational structure in which employees are permanently assigned to a cross-functional team and report only to the product team manager or to one of his or her direct subordinates.

Front 17

Cross-Functional Team

Back 17

A group of managers brought together from different departments to perform organizational tasks.

Front 18

Hybrid Structure

Back 18

The structure of a large organization that has many divisions and simultaneously uses many different organizational structures.

Front 19

Authority

Back 19

The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources.

Front 20

Hierarchy of Authority

Back 20

An organization's chain of command, specifying the relative authority of each manager.

Front 21

Span of Control

Back 21

The number of subordinates who report directly to a manager.

Front 22

Line Manager

Back 22

Someone in the direct line or chain of command who has formal authority over people and resources at lower levels.

Front 23

Staff Manager

Back 23

Someone responsible for managing a specialist function, such as finance or marketing.

Front 24

Decentralizing Authority

Back 24

Giving lower-level managers and non-managerial employees the right to make important decisions about how to use organizational resources.

Front 25

Integrating Mechanisms

Back 25

Organizing tools that managers can use to increase communication and coordination among functions and divisions.

Front 26

Task Force

Back 26

A committee of managers from various functions or divisions who meet to solve a specific, mutual problem; also called ad hoc committee

Front 27

4 Sources of Organizational Culture

Back 27

1) The personal and professional characteristics of people within the organization

2) Organizational ethics

3) The nature of the employment relationship

4) The design of its organizational structure

Front 28

Organizational Ethics

Back 28

The moral values, beliefs, and rules that establish the appropriate way for an organization and its members to deal with each other and the people outside the organization.

Front 29

Adaptive Cultures

Back 29

Organizations whose values and norms help and organization to build momentum and to grow and change as needed to achieve its goals and be effective.

Front 30

Inert Cultures

Back 30

Organizations whose values and norms fail to motivate or inspire employees; they lead to stagnation and, often, failure over time.