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Stack #211552
| Question | Answer |
|---|---|
| org structure | framework in which the org defines how tasks are divided, rescources deployed, and departments coordinated |
| org chart | visual representation of org structure |
| work specialization | degree to which tasks are divided into individual jobs |
| chain of command | unbroken line of authority that specifies who reports to whom |
| authority | formal and legitimate right of a manager to make decisions, issue orders, and allocate rescources |
| responsability | duty to perform the task or activity an employee has been assigned |
| accountability | the fact that people with authority and responsability are subject to reporting and justifying task outcomes to those above them in the chain of command |
| delegation | process managers use to transfer authority and responsability to positions below them |
| line authority | form of authority in which individuals in MGMT positions have the power to control immediate subordinates |
| staff authority | right to advise, recommend, and consel employees |
| span of MGMT | number of employees reporting to a supervisor |
| tall structure | narrow span of MGMT and large # of heirarchal levels |
| flat structure | broad span of control and few heirarchal levels |
| centralization | decision authority nearer top |
| decentralization | decision authority nearer bottom |
| departmentalization | basis on which individuals are grouped into departments and departments into the total organization |
| functional structure | grouping of positions into departments based on simimlar skills, expertise, and resource use |
| divisional structure | org structure in which departments are grouped based on similar org outputs |
| Matrix approach | org structure that uses functional and divisional chains of command simultaniously in the same part of the org |
| matrix boss | product or functional boss, responsible for one side of the matrix |
| cross functional teams approach | group of employees from various functional departments that meet as a team to resolve mutual problems |
| virtual network structure | structure that dis-aggregates major functions to seperate companies that are brokered by a small hq org |
| modular approach | process by which a company uses outside suppliers to provide large components of a product. which is assembled into a final product by a few workers. |
| coordination | quality of collaboration across departments |
| task force | temporary committee formed to solve a specific short-term problem involving several departments |
| project manager | a person responsible for coordinting the activities of several departments on a full-time basis for the completion a a specific project |
| re-engineering | the radical re-design of business processes to achieve dramatic improvements in cost, quality, service, and speed |
| process | an organized group of related tasks and activities that work together to transform inputs into outputs and create value |
| structure reflects environment | 1. increased differences occur in departments 2. the org needs increased coordination to keep depts working together 3. the org must adapt to change |
| continuous process production | mechanization of the entire work flow and non-stop production |
| technical complexity | degree to which complex machinery is involved in the production process to the exclusion of people |
| service technology | technology characterized by intangible outputs and direct contact between employees and customers |
| digital technology | technology characterized by use of the internet and other digital processes to conduct or support business operations |
| org change | adoption of a new idea or behavior by an organization |
| product change | a change in the orgs product or service outputs |
| technology change | a change that pertains to the orgs production processes |
| creativity | the generation of novel ideas that might meet percieved needs or offer opportunaties for the org |
| idea incubator | an in-house program that provides a safe harbor where ideas from employees throughout the organization can be developed without interference from company beauracy or politics |
| horizontal linkage model | an approach to product change that emphasizes shared development of innovations among several departments |
| open innovation | extending the search for and commercialization of new ideas beyond the boundaries of the org |
| idea champion | a person who sees the need for and champions productive change within the organization |
| new-venture team | a unit seperate from the mainstream of the organization that is responsible for developing and inititiating innovations |
| skunkworks | a seperate, small, informal, highly autonomous, and often secerative group that focuses on breakthrough ideas for business |
| new venture fund | a fund providing rescources from which individuals and groups can draw to develop new ideas, products, or businesses |
| people change | a change in the attitudes and behaviors of a new employee in the organization |
| culture change | a major shift in the norms, values, attitudes, and mind-set of the entire organization |
| organization development | the application of behavioral science techniques to improve an organizations health and effectiveness through its ability to cope with environmental changes, improve internal relationships, and increase learning and problem-solving capabilities |
| team building | a type of OD intervention that enhances the cohesiveness of departments by helping members learn to function as a team |
| survey feedback | a type of OD intervention in which questionaires on org climate and other factors are distributed among employees and their results reported back to them by a change agent. |
| large-group intervention | an approach that brings together participants from all parts of the organization to discuss problems and oppurtunaties and plan for major change |
| unfreezing | the stage of organization development in which participants are made aware of problems to increase their willingness to change their behavior. |
| change agent | an Od specialist who contracts with an organization to facilitate change |
| changing | the intervention stage of organization development in which individuals experiment with new workplace behavior |
| refreezing | the reinforcement stage of organization developmnt in which individuals aquire a desired new skill or attitude and are rewarded for it by the org |
| performance gap | a disparity between existing and desired performance levels |
| force-field analysis | the process of determining which forces drive and which resist a proposed change |
| HR MGMT | activities undertaken to attract, develop, and maintain and effective workforce within an organization |
| human capital | the economic value of the knowledge, experience, skills, and capabilities of employees |
| HR info system | integrated computer system designed to provide data and information used in Hr planning and decision making |
| discrimination | hiring or promoting of applicants based on criteria that are not job relevant |
| affirmative action | policy requiring employers tp take positive steps to guarntee equal employment opportunaties for people within protected groups |
| contingent workers | people who work for an organization but not on a permanent or full-time basis, including temporary placements, contracted professionals, or leased employees |
| virtual teams | a team made up of members who are geographically or organizationally dispersed , rarely meet fact to face, and do their work with advanced info technology |
| telecommuting | using computers and telecommunications equpitment to perform work from home or another remote location |
| downsizing | intentional, planned reduction in the size of a company's workforce. |
| matching model | an employee selection approach in which the org and the applicant attempt to match each others needs, interest, and values |
| HR planning | the forecasting of HR needs and the projected matching of individuals with expected job vacancies |
| recruiting | the activities or practices that define the desired characteristics of applicants for specific jobs |
| job analysis | the systemic process of gathering and interpreting info about the essential duties, tasks, and responsabilities of a job |
| job description | a concise summary of the specific tasks and responsabilities of a particular job |
| job specification | an outline of the knowledge, skills, education, and physical abilities needed to adequately perform a job |
| realistic job interview | a recruiting approach that gives applicants all pertinant and realistic information about the job and the organization |
| selection | the process of determining the skills, abilities, and other attributes a person needs to perform a particular job |
| validity | the relationship between an applicants score on a selection device and his or her future job performance |
| application form | a device for collecting information about an applicant's education, previous job experience, and other background characteristics |
| employment test | a written or computer-based test designed to measure a particular attribute such as intelligence or aptitude |
| assessment center | a technique for selecting individuals with high managerial potential based on their performance on a series of simulated managerial tasks |
Created by:
tonedef543