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Management Chap 10
Robbins & Coulter 11th Edition
| Question | Answer |
|---|---|
| Organizing | arranging and structuring work to accomplish the organization’s goals |
| Organizational structure | the formal arrangement of jobs within an organization |
| Organizational chart | the visual representation of an organization’s structure |
| Organizational design | creating or changing an organization’s structure |
| Work specialization | dividing work activities into separate job tasks |
| Departmentalization | the basis by which jobs are grouped together |
| Cross-functional team | a work team composed of individuals from various functional specialties |
| Chain of command | the line of authority extending from upper organizational levels to the lowest levels, which clarifies who reports to whom |
| Authority | the rights inherent in a management position to tell people what to do and to expect them to do it |
| Acceptance theory of authority | the view that authority comes from the willingness of subordinates to accept it |
| Line authority | authority that entitles a manager to direct the work of an employee |
| Staff authority | positions with some authority that have been created to support, assist, and advise those holding line authority |
| Responsibility | the obligation or expectation to perform any assigned duties |
| Unity of command | the management principle that each person should report to only one manager |
| Span of control | the number of employees a manager can efficiently and effectively manage |
| Centralization | the degree to which decision making is concentrated at upper levels of the organization |
| Decentralization | the degree to which lower-level employees provide input or actually make decisions |
| Employee empowerment | giving employees more authority(power) to make decisions |
| Formalization | how standardized an organization’s jobs are and the extent to which employee behavior is guided by rules and procedures |
| Mechanistic organization | an organizational design that’s rigid and tightly controlled |
| Organic organization | an organizational design that’s highly adaptive and flexible |
| Unit production | the production of items in units or small batches |
| Mass production | the production of items in large batches |
| Process production | the production of items in continuous processes |
| Simple structure | an organizational design with low departmentalization, wide spans of control, centralized authority, and little formalization |
| Functional structure | an organizational design that groups together similar or related occupational specialties |
| Divisional structure | an organizational structure made of separate, semiautonomous units or divisions |
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