arranging and structuring work to accomplish the organization’s goals

Organizational structure

the formal arrangement of jobs within an organization

the visual representation of an organization’s structure

Organizational design

creating or changing an organization’s structure

dividing work activities into separate job tasks

the basis by which jobs are grouped together

Cross-functional team

a work team composed of individuals from various functional specialties

the line of authority extending from upper organizational levels to the lowest levels, which clarifies who reports to whom

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

authority that entitles a manager to direct the work of an employee

positions with some authority that have been created to support, assist, and advise those holding line authority

the obligation or expectation to perform any assigned duties

the management principle that each person should report to only one manager

the number of employees a manager can efficiently and effectively manage

the degree to which decision making is concentrated at upper levels of the organization

the degree to which lower-level employees provide input or actually make decisions

giving employees more authority(power) to make decisions

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

an organizational design that’s highly adaptive and flexible

the production of items in units or small batches

the production of items in large batches

the production of items in continuous processes

an organizational design with low departmentalization, wide spans of control, centralized authority, and little formalization

an organizational design that groups together similar or related occupational specialties

an organizational structure made of separate, semiautonomous units or divisions

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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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