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Chapters 15-18

Quiz yourself by thinking what should be in each of the black spaces below before clicking on it to display the answer.

What is Organizational Structure?   How job tasks are formed, divided, grouped and coordinated  
What are the 6 elements of Organizational Structure   Work Specialization, Departmntalization, Chain of Command, Span of Control, Centralization & Decentralization, Formalization  
Work Specialization   The degree to which tasks in the org are subdivided into separate jobs.  
Departmentalization   the basis by which jobs are grouped together.  
Chain of command   The unbroken line of authority that extends from the top of org to the lowest and clarifies who reports to them.  
Span of control   the number of people a manager can efficiently and effectively direct  
Centralization/Decentralization   the degree to which decision making is consider ed throughout the org.  
Formalization   degree to which jobs within the org are standardized  
Simple Structure   A structure characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization  
Bureaucracy   A structure of highly operating routine tasks.  
Matrix Structure   Structure that creates dual lines of Auth and combines functional and product departmentalization  
Virtual Organizations   Small core org that outsources its major business functions, highly centralized  
Boundaryless Organizations   An org that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams.  
Factors influencing structure   Strategy,Size,Technology,Environment  
Strengths of Bureaucracy   functional economies of scale, min duplication of personnel and equipment, enhanced communitcation, centralized decision making  
Weaknesses of Bureaucracy   Sub unit conflicts with org goals, Obsessive concern with rules and regs, Lack of emp discretion to deal with problems  
Mechanistic   highly specialized,clear chain of command, narrow span of control, high formalization  
Organic   teams, free flow of info, wide span of control, low formalization  
Organizational Culture   Common perception held by orgs members  
7 Characteristics of Organizational Culture   Innovation and risk taking, Attention to detail, Outcome orientation, People orientation, Team orientation, Aggressiveness, Stability  
Dominant culture   Expresses the core values that are shared by majority of orgs members  
Subculture   mini cultures in an org, defined by department designations  
Strong Culture   intensely held and widely shared in organization  
Culture as Liability   institutionalization, barrier to change, barrier to diversity, barriers to mergers  
Source of Organizational Culture   through founder  
Sustaining Culture   through managers  
Stories, Rituals & Material Symbols   how emps learn culture  
Methods of selection   initial, substantive, contingent  
Types of training   Basic Literacy skills, Technical skills, Interpersonal skills, Problem Solving Skills  
Methods of Training   Formal, Informal, On the Job, Off the job, Computer based  
3 types of behaviors we evaluate   Task performance, Citizenship, Counter productivity  
Planned change   Activities that are proactive and purposeful, an intentional, goal  
Change agents   Persons who act as catalysts and assume the responsibility for managing change activities  
Forces for Change   Nature of workforce, Technology, Economic Shocks, Competition, Social Trends, World Politics  
Kotter’s 8 Steps   Sense of Urgency, Form Coalition,Create New Vision, Communicate Vision, Empower others by removing barriers, Create and reward short term “wins”,(Consolidate, reassess, adjust), Reinforce  
Organizational Development   A collection of planned interventions, built on humanistic democratic values, that seeks to improve organizational effectiveness and employee wellbeing  
Learning Organizations   An organization that has developed the continuous capacity to adapt and change  
Stress   A dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important  
Consequences of Stress   Physiological, Psychological, Behavioral  
Sources of Stress   Environmental factors(economic,political,technological uncertainties), organizational factors(task, Role, Interpersonal demands), Personal factors (Family, econ problems, personality)  


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Created by: Jlaney08