Ch6

Front 1

Organizational structure

Back 1

the specification of the jobs to be done within an organization and the ways in which those jobs relate to one another

Front 2

Organizational charts

Back 2

diagram depicting a company structure and showing employees where they fit into its operations

Front 3

chain of command

Back 3

represents the hierarchy of who reports to whom within the organization.

Front 4

determinants of organization structure

Back 4

the organizations mission,strategy, size, internal environment and external environment

Front 5

Job specialization

Back 5

process of identifying th specific jobs that need to be done and designating the people who will perform

Front 6

Departmentalization

Back 6

the grouping of similar or related jobs into logical units.Departmentalization allows the firm to treat each department as a profit center—a separate company unit responsible for its own costs and profits

Front 7

profit center

Back 7

separate company unit responsible for its own costs and profits

Front 8

Product Departmentalization

Back 8

Organizations are divided according to the products or services being produced.

Front 9

Process Departmentalization

Back 9

Organizations are divided according to production processes used to create a good or service

Front 10

Functional Departmentalization

Back 10

Organizations are divided according to a group’s functions or activities. Examples include a firm’s production, marketing, human resource, accounting, and finance departments.

Front 11

Customer Departmentalization

Back 11

This grouping of jobs simplifies shopping by providing identifiable store segments.

Front 12

Geographic Departmentalization

Back 12

Organizations are divided according to the areas of the country or world that they serve

Front 13

Distributing Authority

Back 13

Some managers make the conscious decision to retain as much decision-making authority as possible at the higher levels of the organizational structure; others decide to push authority as far down the hierarchy as possible.

Front 14

centralized organization

Back 14

authority is held by upper-level management.

Front 15

decentralized organization

Back 15

authority is delegated to lower levels of management.

Front 16

Tall organizations

Back 16

are multi-tiered, characterized by many layers of employees

Front 17

flat organizations

Back 17

have few layers of employees.

Front 18

span of control

Back 18

is the number of people managed by one supervisor; many factors can lead to a wide or narrow span of control.

Front 19

Delegation

Back 19

process through which a manager allocates work to subordinates

Front 20

responsibility

Back 20

duty to perform an assigned taske

Front 21

authority

Back 21

power to make the decisions necessary to complete a task

Front 22

accountability

Back 22

obligation employees have to their manager for the succesful completion of an assigned task

Front 23

why managers wont delegate

Back 23

-the fear that subordinates dont know how to do the job
-desire to keep as much control as possible over how things are done
-fear that a subordinate might "show up the manager" in front of others by doing a superb job
-simple lack of ability as to how to effectively delegate to others.

Front 24

Three Forms of Authority

Back 24

line authority,staff authority,comittee and team authority

Front 25

Line Authority

Back 25

authority flows vertically up and down the chain of command.

Front 26

Staff Authority

Back 26

authority based on expertise that usually involves counseling and advising line managers

Front 27

Committee and Team Authority

Back 27

authourity granted to committee or teams involved in a firms daily operations

Front 28

staff members

Back 28

advisors and counselors who help line departments in making decisions but who do not have the authority to make final decisions

Front 29

work team

Back 29

group of operating employees who are empowered to plan and organize their own woek and to perform athat work with a minimum of supervision

Front 30

Four basic forms of organizational structure

Back 30

functional, divisional, matrix, and international

Front 31

Functional Structure

Back 31

Often used by most small- and medium-sized firms, functional organizations divide job responsibilities by functional areas, such as marketing or finance.

Front 32

Divisional Structure

Back 32

organizational structure in which corporate divisions operate autonomous businesses under the larger corporate umberella

Front 33

Divisions

Back 33

are departments that resemble separate businesses in that they produce and market their own products

Front 34

Matrix Structure

Back 34

organizational structure created by superimposing one form of structure onto another

Front 35

International organizational structures

Back 35

have been developed in response to the need to manufacture, purchase, and sell in global markets.

Front 36

Team organization

Back 36

relies mostly on project-type teams; people float from one project to another as dictated by their skills and the demands of the projects.

Front 37

Virtual Organization

Back 37

This organization has little or no formal structure; this organization exists only in response to its own needs.

Front 38

learning organization

Back 38

works to integrate continuous improvement with continuous employee learning and development

Front 39

informal organization

Back 39

everyday social interactions among employees that transcend formal jobs and job interrelationships

Front 40

Informal groups

Back 40

are groups of people who decide to interact among themselves. Informal organization can be just as powerful as formal organization

Front 41

grapevine

Back 41

or the rumor mill, is an informal communication structure in which people communicate through ways that transcend the formal communication processes.

Front 42

intrapreneuring

Back 42

process of creating and maintaining the innovation and flexibility of a small-business environment within the confines of a large organization