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BOH - ch 10
| Question | Answer |
|---|---|
| Organizing | arranges people and resources to work toward a goal |
| Organizing | Involves creating a division of labour for tasks to be performed & then coordinating the results to achieve a common purpose |
| Organizational structure | system of tasks, reporting relationships and communication linkages |
| Good organizational structure | allocates task assignments and provides the coordination of performance results |
| Organizational chart | describes the arrangement of work positions within an organization; typically shows job title, position and lines of authority/communication |
| Formal structure | official structure of an organization; reps the way the organization is intended to function |
| Informal structure | set of unofficial relationships among an organization’s members |
| Departmentalization | process of grouping people and jobs into work units |
| Functional structures | groups together people with similar skills who perform similar tasks |
| Functional chimney problems | lack of communication, coordination, and problem solving across functions |
| Divisional structures | groups together people working on the same product, in the same area, with similar customers, or on the same processes |
| 3 major types | product, geographical, process structures |
| Product structures (market structures) | groups together people and jobs working on a single product or service |
| Geographical structures (area structures) | groups together people and jobs performed in the same location; more common for international operations |
| Customer structures (market structures) | groups together people and jobs that serve the same customers or clients |
| Process structures | groups jobs and actives that are part of the same processes |
| Work process | group of tasks related to one another that collectively create something of value to a customer |
| Matrix structure (matrix organization) | combines functional and divisional approaches to emphasize project or program teams |
| Team structure | uses permanent and temporary cross functional teams to improve lateral relations |
| Cross functional teams | brings together members from different functional departments |
| Cross functional teams | Intention to break down functional chimneys or barriers inside the organization and create more effective lateral relations for ongoing problem solving and work performance |
| Project teams | convened for a particular task or project and disband once it is completed |
| Project teams | Intention to quickly convene ppl with needed talks and focus their efforts intensely to solve a problem/take adv of an opportunity |
| Network structure | uses IT to link with networks of outside suppliers and service contractors |
| Boundaryless organization | eliminates internal boundaries among parts and external boundaries with the external environment |
| Boundaryless organization | Absence of hierarchy, empowerment of team members, technology utilization and acceptance of impermanence |
| Boundaryless organization | Focuses talent on task; knowledge sharing |
| Virtual organization | shifting network of strategic alliances that are engaged as needed |
| Virtual organization | Contribute for mutual benefit |
| Upside-down pyramid | puts customers at the top, served by workers whose managers support them |
| Chain of command | links all persons with successively higher levels of authority |
| Scalar principle | clear, unbroken chain of command linking every person in the organization |
| Unity of command principle | each person should only report to one boss |
| Span of control | number of subordinates directly reporting to a manager |
| Span of control principle | there’s a limit to the number of people one manager can effective supervise |
| Delegation | process of distributing and entrusting work to other persons |
| Authority-and-responsibility principle | authority should equal responsibility when work is delegated |
| Centralization | concentration of authority for most decisions at the top level of an organization |
| Decentralization | dispersion of authority to make decisions throughout all levels of the organization |
| Specialized staff | provide technical expertise for other parts of the organization |
| Personal staff | “assistant to” positions that support senior managers |
Created by:
qdiizzle