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Pruett MGMT Ch. 7
Organizing for action Ch. 7
| Term | Definition |
|---|---|
| Organization Chart | The reporting structure and division of labor in an organization |
| Mechanistic Organization | A form of organization that seeks to maximize internal efficiency |
| Organic Structure | An or ganizational form that emphasizes flexibility |
| Differentiation | As aspect of the organization's internal environment created by job specialization and the division of labor |
| Integration | The degree to which differentiated work units work together and coordinate their efforts |
| Division of labor | The assignment of different tasks to different people or groups |
| Specialization | A process in which different individuals and units perform different tasks |
| Coordination | The procedures that link the various parts of an organization to achieve the organization's overall mission |
| Authority | The legitimate right to make decisions and to tell other people what to do |
| Span of Control | The number of subordinates who report directly to an executive or supervisor |
| Delegation | The assignment of new or additional responsibilities to a subordinate |
| Responsibility | The assignment of a task that an employee is supposed to carry out |
| Accountability | The expectation that employees will perform a job, take corrective action when necessary, and report upward on the status and quality of their performance |
| Centralized Organization | An organization in which high-level executives make most decisions and pass them to lower levels for implementation |
| Decentralized Organization | An organization in which lower-level managers make important decisions |
| Line Departments | Units that deal directly with the organization's primary goods and services |
| Staff Departments | Units that support line departments |
| Departmentalization | Subdividing an organization into smaller subunits |
| Functional Organization | Departmentalization around specialized activities such as production, marketing, and human resources |
| Divisional Organization | Departmentalization that groups units around products, customers, or geographic regions |
| Matrix Organization | An organization composed of dual reporting relationships in which some mangers report two superiors--a functional manager and a divisional manager |
| Unity-of-command | A structure in which each worker reports to one boss, who in turn reports to one boss |
| Network Organization | A collection of independent, mostly single-function firms that collaborate on a good or service |
| Modular Network | Temporary arraignments among partners that can be assembled and reassembled to adapt to the environment; also called virtual network |
| Broker | A person who assembles and coordinates participants in a network |
| Standardization | Establishing common routines and procedures that apply uniformly to everyone |
| Formalization | The presence of rules and regulations governing how people in the organization interact |
| Coordination by plan | Interdependent units are required to meet deadlines and objectives that contribute to a common goal |
| Coordination by mutual adjustment | Units interact with one another to make accommodations in order to achieve flexible coordination |
| Strategic Alliance | A formal relationship created among independent organizations with the purpose of joint pursuit of mutual goals |
| Learning Organization | An organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights |
| High-involvement organization | An organization in which top management ensures that there is consensus about the direction in which the business is heading |
| Total quality management (TQM) | An integrative approach to management that supports the attainment of customers satisfaction through a wide variety of tools and techniques that result in high-quality goods and services |
| ISO 9001 | A series of quality standards developed by a committee working under the international organization to improve total quality in all businesses for the benefit of producers and consumers |
| Technology | The systematic application of scientific knowledge to a new product, process, or service |
| Small batch | Technologies that produce goods and services in low volume |
| Large batch | Technologies that produce goods and services in high volume |
| Continuous process | A process that is highly automated and has a continuous production flow |
| Mass customization | The production of varied, individually customized products at the low cost of standardized, mass-produced products |
| Lean manufacturing | An operation that strives to achieve the highest possible productivity and total quality, cost-effectively, by eliminating unnecessary steps in the production process and continually striving for impovement |
| Just-in-time (JIT) | A system that calls for subassemblies and components to be manufactured in very small lots and delivered to the next stage of the production process just as they are needed |
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