Chapter 3

Front 1

Organizational Structure

Back 1

1. designates formal reporting relationships

2. identifies the grouping of individuals (departments)

3. design of systems to ensure effective communication.

Front 2

Centralization

Back 2

decision authority is located near the top of the organization

Front 3

Decentralization

Back 3

decision authority is pushed downward to lower organization levels.

Front 4

Vertical Linkages

Back 4

used to coordinate activities between the top and bottom of an organization and are designed primarily for control of the organization.

Front 5

Vertical information system

Back 5

is another strategy for increasing vertical information capacity. (periodic reports, written info)

Front 6

Collaboration

Back 6

joint effort between people from two or more departments to produce outcome that meet a common goal or shared purpose.

Front 7

Horizontal Linkage

Back 7

communication and coordination horizontally across organizational departments

Front 8

Liaison

Back 8

person located in one department but has the responsibility for communicating and achieving coordination and collaboration with another department.

Front 9

task force

Back 9

temp committee composed of representatives from each organizational unit affected by a problem.

Front 10

Integrator

Back 10

frequently has a tile, such as a product manager, project manager, program manager, or a brand manager

Front 11

Teams

Back 11

permanent task forces and are often in conjunction with a full time integrator.

Front 12

Virtual Team

Back 12

made up of organizationally or geographically dispersed members who are linked primarily through advanced info and communications tech.

Front 13

Relational Coordination

Back 13

frequent, timely, problem-solving communication carried out through relationships of shared goals, shared knowledge, and mutual respect.

Front 14

Departmental Grouping

Back 14

affects employees b/c they share a common supervisor and common resources, are jointly responsible for performance, and tend to identify and collaborate with one another.

Front 15

Functional Grouping

Back 15

places together employees who perform similar functions, or work processes or who bring similar knowledge and kills to bear.

Front 16

Divisional Grouping

Back 16

people are organized according to what the organization produces.

Front 17

Multifocused grouping

Back 17

means an organization embraces two or more structural grouping alternatives simultaneously.

Front 18

Horizontal Grouping

Back 18

employees are organized around core work processes, the end-to-end work, info, and material flows that provide value directly to customers

Front 19

Virtual network grouping

Back 19

the most recent approach to departmental grouping. Org. is loosely connected clusters. Separate orgs that are electronically connected for sharing info.

Front 20

Functional Structure

Back 20

also called U-form, activities are grouped together by common function from the bottom to the top of the organization.

Front 21

Divisional structure

Back 21

M-form, or decentralized form, separate divisions can be organized with responsibility for individual products, services, product groupings, major projects programs, divisions, business, or profit centers.

Front 22

Matrix Structure

Back 22

can be used when both technical expertise and product innovation and change are important for meeting organizational goals.

Front 23

Functional Matrix

Back 23

functional bosses have primary authority and the project or product managers simply coordinate product activities.

Front 24

Product Matrix

Back 24

the project or product managers have primary authority and functional managers are simply assign technical personal to projects and provide advisory expertise as needed.

Front 25

Horizontal Structure

Back 25

Organize employees around core processes. Typically when Reengineering.

Front 26

Reengineering

Back 26

or business process reengineering, basically means the redesign of a vertical org. along its horizontal workflows and processes.

Front 27

Process

Back 27

refers to an organized group of related tasks and activities that work together to transform inputs into outputs that create value for customers.

Front 28

Outsorcing

Back 28

means to contract out certain tasks or functions, such as manufacturing, HR, or credit processing, to other companies.

Front 29

Virtual Network Structure

Back 29

"Modular Structure" the firm subcontracts most of its major functions or processes to separate companies and coordinates their activities from small headquarters organizations.

Front 30

Hybrid Structure

Back 30

that combines characteristics of various approaches tailored to specific strategic needs.

Front 31

Symptoms of structural deficiency

Back 31

occur when org structure is out of alignment with org needs.

- Absence of colloboration

- Decision making delayed, or lacking in qty.

- the org does not respond innovatively to changing environment

- Employee performance declines and goals are not met