organizational structure

formal arrangement of jobs within an organization and is based on decisions about chain of command and span of command

individual employees specialized in doing part of an activity rather than the entire activity

during the first half of the 20th century

managers viewed work specializations as an unending source of increased productivity

in some jobs, human diseconomies from

work specialization more than offset the economy advantages

customer departmentalization

used in recent years to better monitor needs of customers and respond to changes in those needs

line of authority that extends upper

management to lower organizations " chain of command"

right to inherent to a position that allows a manager to tell subordinates what to do and expect them to do it

theory that person should report

to only one manager is called unity of command ( not chain )

traditional view was that

managers cannot directly surprise more than 5-6 subordinates, however with new technology there is no magic number

the concept that defines the # of subordinates

that report to a manager and indirectly specifics the # of levels of management in an organization is called span of control

tends on the past few years have centered on

a wide span of control to reduce cost and speed decision making

has been a movement to make organizations more flexible and more responsive through decentralization

mechanistic organizational design

high specialization rigid departmentalization, clear chain of command, narrow spans of control, centralization, high formalization

organic organizational design

cross-functional teams, cross-hierachial teams, free flow of information, decentralization, low formalization

a mechanistic organization

rigid controlled & very efficient, well oiled machine and are described as mechanistic

stressed standard job specialties to promote high formalization

structure is related to

size of organization such that larger organizations are more mechanistic

according to woodward's studies

mass production works best with mechanistic structure

managers in contemporary organizations are finding

traditional hierarchal design often not appropriate for environments they face

an advantage of team structure

employees are more involved and empowered

disadvantages of team structure

increased complexity of assigning people to projects

when an organization assigns

specialists to groups according to their projects they are working on the thesis called matrix structure

researchers have concluded that

structure and strategies of organizations worldwide are similar, consistent with the individual cultures

Help

Options

focusNode

Didn't know it?
click below

Knew it?
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

chapter 9 management

Question	Answer
organizational structure	formal arrangement of jobs within an organization and is based on decisions about chain of command and span of command
specialization	individual employees specialized in doing part of an activity rather than the entire activity
during the first half of the 20th century	managers viewed work specializations as an unending source of increased productivity
in some jobs, human diseconomies from	work specialization more than offset the economy advantages
customer departmentalization	used in recent years to better monitor needs of customers and respond to changes in those needs
line of authority that extends upper	management to lower organizations " chain of command"
authority	right to inherent to a position that allows a manager to tell subordinates what to do and expect them to do it
responsibility	obligation to perform a duty
accountability	never delegated
theory that person should report	to only one manager is called unity of command ( not chain )
traditional view was that	managers cannot directly surprise more than 5-6 subordinates, however with new technology there is no magic number
the concept that defines the # of subordinates	that report to a manager and indirectly specifics the # of levels of management in an organization is called span of control
tends on the past few years have centered on	a wide span of control to reduce cost and speed decision making
in recent years	has been a movement to make organizations more flexible and more responsive through decentralization
mechanistic organizational design	high specialization rigid departmentalization, clear chain of command, narrow spans of control, centralization, high formalization
organic organizational design	cross-functional teams, cross-hierachial teams, free flow of information, decentralization, low formalization
a mechanistic organization	rigid controlled & very efficient, well oiled machine and are described as mechanistic
mechanisitic design	stressed standard job specialties to promote high formalization
structure is related to	size of organization such that larger organizations are more mechanistic
according to woodward's studies	mass production works best with mechanistic structure
managers in contemporary organizations are finding	traditional hierarchal design often not appropriate for environments they face
an advantage of team structure	employees are more involved and empowered
disadvantages of team structure	increased complexity of assigning people to projects
when an organization assigns	specialists to groups according to their projects they are working on the thesis called matrix structure
researchers have concluded that	structure and strategies of organizations worldwide are similar, consistent with the individual cultures

Created by: 667412834

"Know" box contains:
Time elapsed:
Retries: