Bus101 Chap 7

Front 1

Delegation

Back 1

Assigning authority and responsibilities

Front 2

Departmentalization

Back 2

Grouping jobs and employees

Front 3

Division of labor

Back 3

Determining work activities and dividing up tasks

Front 4

Organization

Back 4

The ordering design of relationships within a company consisting of 2+ people working together with a common objective and clarity of purpose

Front 5

Specialization

Back 5

The degree to which tasks are subdivided into smaller tasks

Front 6

Organization chart

Back 6

A visual representation of the structured relationships among tasks and people given the authority to do them

Front 7

Functional departmentalization

Back 7

Based on the primary functions performed within an organizational unit

Front 8

Product departmentalization

Back 8

Based on the goods or services produced or sold by the organizational unit

Front 9

Process departmentalization

Back 9

Based on the production process used by the organizational unit

Front 10

Customer departmentalization

Back 10

Based on the primary type of customer served by the organizational unit

Front 11

Geographic departmentalization

Back 11

Based on the geographic segmentation of organizational units

Front 12

Line organization

Back 12

Designed with direct clear lines of authority and communication flowing from the top of managers downward

Front 13

Line-and-staff organization

Back 13

Staff positions provide specialized advisory and support services to line managers

Front 14

Staff positions

Back 14

Provide admin and support services that employees need to achieve the firm's goals

Front 15

Line positions

Back 15

In direct daily operation, involved in the processes used to create goods

Front 16

Matrix structure

Back 16

(Project management approach)

Pros

Teamwork, efficient resource use, flexibility, balancing conflicting objectives, high performance, opportunities for personal and professional development

Cons

Power struggles, confusion among team members, lack of cohesion

Front 17

Committee structure

Back 17

Authority and responsibility held by a group rather than an individual, Usually part of a larger line and staff organization, strictly advisory

Front 18

Group

Back 18

Social units of 2+ people who share same goals and cooperate to achieve them

Front 19

Group cohesiveness

Back 19

The degree to which group members want to stay in the. Group and tend to resist outside influence

Front 20

Work group

Back 20

Share resources and coordinate efforts to help members better perform their individual duties and responsibilities

Front 21

Work team

Back 21

Coordinate AND collaborate. Pool knowledge, skills, etc, to attain a common goal

Front 22

Synergy

Back 22

Performance where whole team is greater than the sum of its parts

Front 23

Problem solving team

Back 23

Made up of employees from the same department/expertise and from same level in hierarchy

Front 24

Self managed team

Back 24

Teams that encourage members to make decisions, implement solutions, and monitor outcomes autonomously w/o formal supervision

Front 25

Cross functional team

Back 25

Made up from the same hierarchal level but different functional areas

Front 26

Managerial hierarchy

Back 26

Defined my levels of management within an organization [pyramid]

Front 27

Chain of command

Back 27

Line of authority that extends from one level to the next, top to bottom

Front 28

Unity of command

Back 28

Everyone reports to and gets instructions from only one boss, Ensures a direct supervisor

Front 29

Authority

Back 29

Legitimate power granted by the organization acknowledged by the employees that allows an individual to request action and expect compliance

Front 30

Delegation of authority

Back 30

Makes the employees accountable to their supervisor

Front 31

Accountability

Back 31

Responsibility for outcomes

Front 32

Span of control/management

Back 32

The number of employees the manager directly supervises

Front 33

The optimal span of control is determined by:

Back 33

Nature of the task

Location of the workers

Ability of the manager to delegate responsibly

Amount of interaction/feedback between workers and management

Level of skill and motivation of the workers

Front 34

Centralization

Back 34

The degree to which formal authority is concentrated in one area or level of an organization

Front 35

Decentralization

Back 35

The process of pushing decisional authority down the organization's hierarchy

Front 36

Mechanistic organization

Back 36

Characterized by high specialization, rigid departments, layers of management, narrow spans of control, centralized decisions, and a LONG chain of command

Front 37

Organic organization

Back 37

Low degree specialization, loose departments, few levels of management, wide spans of control, decentralized decisions, short chain of command

Front 38

Informal organization

Back 38

Network of channels/connects based on informal relationships of individuals inside an organization

Front 39

Formal organization

Back 39

Use the informal to benefit via informal leaders joining decision processes

Front 40

Reengineering

Back 40

The complete redesign of the business structure and processes to improve operations

Front 41

Virtual corporation

Back 41

A network of independent companies linked by information technology to share skills, costs, and access to each other's markets

Front 42

Attributes of a virtual corporation

Back 42

Technology, opportunism, excellence, trust, no borders