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Chapter 11

MGMT 370

TermDefinition
organizing deciding how to best group organizational activities and resources
organization structure the set of building blocks that can be used to configure an organization
Job design the determination of an individual's work-related responsibilities
Job specialization (division of labor) the degree to which the overall task of the organization is broken down and divided into smaller component parts
Benefits of job specialization 1. Workers can become proficient at a task 2. Transfer time between tasks is decreased 3. specialized equipment can be more easily developed 4. employee replacement becomes easier
limitations of job specialization 1. boredom and dissatisfaction with mundane task 2. anticipated benefits do not always occur
Job specialization alternatives 1. job rotation 2. job enlargement 3. job enrichment
skill variety the number of tasks a person does in a job
task identity the extent to which the worker does a complete or identifiable portion of the total job
task significance the perceived importance of the task by the worker
autonomy the degree of control the worker has over how the work is performed
feedback the extent to which the worker knows how well the job is being performed
growth need strength the desire for people to grow, develop, and expand their capabilities that is their response to the core dimensions
work teams an alternative to job specialization that allows the entire group to design the work system it will use to perform an interrelated set of tasks
departmentalization the process of grouping jobs according to some logical arrangement
rationale for departmentalization 1. organizational growth exceeds the owner-manager's capacity to personally supervise all of the organization 2. additional managers are employed and assigned specific employees to survive
Created by: shannaingersoll
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