Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
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 |
Created by:
1257641797
Popular Management sets