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BUAD309 Final
Chapter 15
| Question | Answer |
|---|---|
| work specialization | The degree to which tasks in the organization are divided into separate jobs with each step completed by a different person. Overspecialization can result in human diseconomies such as boredom, fatigue, stress, poor quality, increased absenteeism, and hi |
| Functional Departmentalization | Grouping jobs by functions performed |
| product departmentalization | Grouping jobs by product line |
| Geographical Departmentalization | Grouping jobs on the basis of territory or geography |
| Process departmentalization | Grouping jobs on the basis of product or customer flow |
| customer | Grouping jobs by type of customer and needs |
| Formalization | the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures. |
| High degree of formalization characteristics | jobs offer little discretion over what is to be done. |
| Lower degreee of formalization characteristics | Low formalization means fewer constraints on how employees do their work. |
| Mechanistic org. structure | design that is rigid and tightly controlled.characterized by high specialization, rigid departmentalization, narrow spans of control, high formalization, a limited information network, and little participation in decision making by lower-level employees |
| Organic structure of organization | design that is highly adaptive and flexible. It is characterized by little work specialization, minimal formalization, and little direct supervision of employees. |
| STRATEGIES | Innovation-Pursuing competitive advantage through meaningful and unique innovations favors an organic structuring Cost minimization-Focusing on tightly controlling costs requires a mechanistic structure for the organization |
| STRATEGY and structure | Achievement of strategic goals is facilitated by changes in organizational structure that accommodate and support change. |
| size and structure | As an organization grows larger, its structure tends to change from organic to mechanistic with increased specialization, departmentalization, centralization, and rules/regulations. |
| Simple Structure | an organizational design with low departmentaliza¬tion, wide spans of control, authority centralized in a single person, and little formalization. |
| functional structure | organizational design that groups similar or related occupational specialties together. |
| divisional structure | organizational structure made up of separate, semiautonomous units or divisions. |
Created by:
rbmooney
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