Chapter 8 Business

Front 1

chain of command

Back 1

official hierarchy of authority that dictates who is in charge of whom within the organization

Front 2

hierarchy

Back 2

The levels of management within a business organization, from the lowest to the highest

Front 3

departmentalization

Back 3

process of organizing employees into groups or units to accomplish specific organization goals

Front 4

span of control

Back 4

The number of subordinates under the direct control of a manager or supervisor

Front 5

matrix organization

Back 5

organizational structure that combines employees from different parts of the organization; often used for special projects

Front 6

tall organization

Back 6

organization with multiple layers of management between top executives and front line employees

Front 7

flat organization

Back 7

organization with few layers of management between executive level and the lowest level

Front 8

inverted organization

Back 8

an organization that has contact people at the top and the chief executive at the bottom of the organization chart

Front 9

formal organization

Back 9

The structure that details lines of responsibility, authority, and position; that is, the structure shown on organization charts

Front 10

staff personnel

Back 10

personnel whose positions are typically advisory and/or facilitative in nature

Front 11

corporate culture

Back 11

The shared values, symbols, rituals, beliefs and traditions of an organization

Front 12

line organization

Back 12

structure in which authority and responsibility move from top to bottom and each employee reports to only one manager

Front 13

restructuring

Back 13

The reorganization of a company in order to achieve greater efficiency and adapt to new markets

Front 14

centralized authority

Back 14

organization structure in which decision making and authority are concentrated at top levels of the firm

Front 15

decentralized authority

Back 15

organization structure in which authority and decision making is delegated to the lower levels of the firm

Front 16

virtual corporation

Back 16

organization structure that temporarily networks replaceable firms that join together and leave as needed

Front 17

line personnel

Back 17

employees who are part of the chain of command that is responsible for achieving organizational goals

Front 18

digital natives

Back 18

young people who have grown up using the Internet and social networking

Front 19

core competencies

Back 19

Those functions that the organization can do as well as or better than any other organization

Front 20

benchmarking

Back 20

comparing a firms processes and performance to the world's best and/or best practices from other industries

Front 21

economies of scale

Back 21

The increase in efficiency of production as the number of goods being produced increases

Front 22

bureaucracy

Back 22

management structure with many layers of management, a high degree of formalization and job specialization

Front 23

real time

Back 23

The actual time during which a process or event occurs

Front 24

networking

Back 24

using communications technology and other means to link organizations and allow them to work together on common objectives

Front 25

Cross functional self managed teams

Back 25

groups of employees from different department who work together on a long term basis

Front 26

organization (corporate) culture

Back 26

widely shared values within an organization that provides unity and cooperation to achieve common goals

Front 27

organization

Back 27

Both Henri Fayol and Max weber studied the principles of what?