Ch 8
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| Accountability | Describes expectations that managers must report and justify work results to the managers above them
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| Accountability | Describes expectations that managers must report and justify work results to the managers above them
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| Adaptive Perspective | Perspective of organizational culture that assumes that the most effective cultures help organizations anticipate and adapt to environmental change
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| Adhocracy Culture | Type of organizational culture that has an external focus and values flexibility
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| Authority | The right to perform command and utilize resources in a managerial position
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| Birth Stage | The nonbureaucratic stage, the stage in which the organization is created
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| Centralized Authority | Organizational structure in which important decisions are made by upper managers
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| Clan Culture | Type of organizational culture that has an internal focus and values flexibility rather than stability and control
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| Common Purpose | A goal that unifies employees or members and gives everyone an understanding of the organization's reason for being
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| Conglomerate | Type of organization in which a large company does business in different, unrelated areas
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| Contingency Plan | The creation of alternative hypothetical but equally likely future conditions
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| Continuous-Process Technology | A highly routinized technology in which machines do all of the work, to produce highly routinized products
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| Coordinated Effort | The coordination of individual efforts into a group or organization-wide effort
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| Customer Divisions | A divisional structure in which activities are grouped around common customers
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| Decentralized Authority | Organizational structure in which important decisions are made by middle-level and supervisory-level managers
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| Delegation | The process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy
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| Differentiation | The tendency of the parts of an organization to disperse and fragment
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| Division Labor (Work Specialization) | Arrangement of having discrete parts of a task done by different people. The work is divided into particular tasks assigned to particular workers
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| Divisional Structure | The 3rd type of organizational structure, where people with diverse occupational specialties are put together in formal groups according to products, customers or geographic regions
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| Enacted Values | Values and norms actually observed in the organization
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| Espoused Values | Explicitly stated values and norms preferred by an organization
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| Fit Perspective | Perspective of organizational culture that assumes that an organization's culture must align with its business or strategic context
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| Functional Structure | The 2nd type of organizational structure , where people with similar occupational specialties are put together in formal groups
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| Geographic Divisions | A divisional structure in which activities are grouped around defined regional locations
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| Hero | A person whose accomplishments embody the values of the organization
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| Hierarchy Culture | Type of organizational culture that has an internal focus and values stability and control over flexibilty
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| Hierarchy of Authority (Chain of Command) | A control mechanism for making sure the right people do the right things at the right time
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| Integration | The tendency of the parts of an organization to draw together to achieve a common purpose
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| Large-Batch Technology | Routinized products made by highly mechanized organizations
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| Line Managers | Managers who have the authority to make decisions and usually have people reporting to them
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| Market Culture | Type of organizational culture that has a strong external focus and values stability and control
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| Matrix Structure | 4th type of organizational structure, which combines functional and divisional chains of command in a grid so that there are two command structures (vertical and horizontal)
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| Maturity Stage | Stage where the organization becomes very bureaucratic, large and mechanistic. Also 3rd stage of PLC
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| Mechanistic Organization | Organization in which authority is centralized, task and rules are clearly specified, and employees are closely supervised
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| Midlife Stage | A period of growth evolving into stability when the organization becomes bureaucratic
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| Modular Structure | 7th type of organizational structure, in which a firm assembles product modules provided by contractors
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| Network Structure | 6th type of organizational structure, where a central core is linked to outside independent firms by computer connections used to operate as if all were a single organization
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| Organic Organization | Organization in which authority is decentralized, there are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks
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| Organization | Group of people who work together to achieve some specific purpose.
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| Organization Chart | Box-and-lines illustration of the formal relationships of positions of authority and the organization's official positions
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| Organizational Culture (Corporate Culture) | System of shared beliefs and values that develops within an organization and guides the behavior of its members
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| Organizational life Cycle | Four-stage cycle with a natural sequence of stages: birth, youth, midlife & maturity
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| Organizational Size | Measurement of a group's size according to the number of full-time employees
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| Product Divisions | A divisional structure in which activities are grouped around similar products or services
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| Responsibility | The obligations one has to perform the assigned tasks
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| Rites and Rituals | The activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in an organization's life
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| Simple Structure | 1st type of organizational structure, where an organizations has authority centralized in a single person, as well as a flat hierarchy, few rules and low work specializations
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| Small-Batch Technology | Systems in which goods are custom-made to customer specifications in small quantities
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| Span of Control (Management) | The number of people reporting directly to a given manager
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| Staff Personnel | Staff with advisory functions; they provide the advice, recommendations, and research to line managers
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| Story | A narrative based on true events, which is repeated to emphasize a particular value
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| Strength Perspective | Perspective of organizational culture that assumes that the strength of a corporate culture is related to a firm's long-term financial performance
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| Symbol | An object, act, quality, or event that conveys meaning to others
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| Team-Based Structure | 5th type of organizational structure, where teams or workgroups, temporary or permanent, are used to improve horizontal relations and solve problems throughout the organization
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| Technology | All the tools for transforming material, data, or labor into goods or services
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| Unit of Command | Principle that stresses an employee should report to no more than one manager in order to avoid conflicting priorities and demands
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| Youth Stage | The stage in which the organization is in a prebureaucratic phase, one of growth and expansion
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