Organizational Behavior - Chapter 16

Front 1

Organizational Structure

Back 1

the way in which job tasks are formally divided, grouped, and coordinated.

Front 2

Work Specialization

Back 2

the degree to which tasks in an organization are subdivided into separate jobs.

Front 3

Departmentalization

Back 3

the basis by which jobs in an organization are grouped together.

Front 4

Chain of Command

Back 4

the unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom.

Front 5

Authority

Back 5

the rights inherent in a managerial position to give orders and to expect the orders to be obeyed.

Front 6

Unity of Command

Back 6

the idea that a subordinate should have only one superior to whom he or she is directly responsible.

Front 7

Span of Control

Back 7

the number of subordinates a manager can efficiently and effectively direct.

Front 8

Centralization

Back 8

the degree to which decision making is concentrated at a single point in an organization.

Front 9

Formalization

Back 9

the degree to which jobs within an organization are standardized.

Front 10

Simple Structure

Back 10

a structure characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization.

Front 11

Bureaucracy

Back 11

a structure with highly routine operating tasks achieved through specialization, very formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control, and decision making that follows the chain of command.

Front 12

Matrix Structure

Back 12

a structure that creates dual lines of authority and combines functional and product departmentalization.

Front 13

Virtual Organization

Back 13

a small, core organization that outsources major business functions.

Front 14

Boundaryless Organization

Back 14

an organization that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams.

Front 15

Mechanistic Model

Back 15

a structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization.

Front 16

Organic Model

Back 16

a structure that is flat, uses cross-hierarchical and cross-functional teams, has low formalization, possesses a comprehensive information network, and relies on participative decision making.

Front 17

Innovation Strategy

Back 17

a strategy that emphasizes the introduction of major new products and services.

Front 18

Cost-Minimization Strategy

Back 18

a strategy that emphasizes tight cost controls, avoidance of unnecessary innovation or marketing expenses, and price cutting.

Front 19

Imitation Strategy

Back 19

a strategy that seeks to move into new products or new markets only after their viability has already been proven.

Front 20

Technology

Back 20

the way in which an organization transfers its inputs into outputs.

Front 21

Environment

Back 21

institutions or forces outside an organization that potentially affect the organization’s performance.