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chapter 5 words
managment
| Term | Definition |
|---|---|
| Organizing | The function of management that creates the organization's structures |
| Organizational Design | When managers develop or change the organization's structure |
| Work Specialization | Dividing work activities into separate job tasks; also called division of labor |
| Departmentalization | How jobs are grouped together |
| Functional Departments | Grouping activities by functions performed |
| Product Departmentalization | Grouping activities by major product areas |
| Customer Departmentalization | Grouping activities by customer |
| Geographical Departmentalization | Grouping activities on the basis of geography or territory |
| Process Departmentalization | Grouping activities on the basis of work or customer flow |
| Cross-Functional Teams | Teams made up of individuals from various departments and that cross traditional departmental lines |
| Chain of Command | The line of authority extending from upper organizational levels to lower levels, which clarifies who reports to whom |
| Authority | The rights inherent in a managerial position to give orders and expect the orders to be obeyed |
| Responsibility | An obligation to perform assigned duties |
| Line Authority | Authority that entitles a manager to direct the work of an employee |
| Staff Authority | Positions with some quality that have been created to support, assist, and advise those holding line authority |
| Unity of Command | The management principal that no person should report to move than one bass |
| Power | An individual's capacity to influence decisions |
| Spam of Control | The number of employees a manager can effectively supervise |
| Centralization | The degree to which decision making tasks place at upper levels of the organization |
| Decentralization | The degree to which lower-level managers provide input or actually make decisions |
| Formalization | How standard an organization's jobs are and the extent to which employee behavior is guided by rules and procedures |
| Mechanic organization | A bureaucratic organization; a structure that's high in specialization, formalization, and centralization |
| Organic Organization | A structure that's low in specialization, formalization, and centralization |
| Unit Production | The production of items in units or small batches |
| Mass Production | Large-batch manufacturing |
| Process Production | Continuous flow of products being produced |
| Simple Structure | An organizational design with low departmentalization, wide spans of control, authority centralized in a single person, and little formalization |
| Functional Structure | An organizational design that groups similar or related occupational specialties together |
| Divisional Structure | An organizational structure made up of separate business units or divisions |
| Team Structure | A structure in which the entire organization is made of work teams |
| Matrix Structure | A structure in which specialties from different functional departments are assigned to work on projects led by a project manager |
| Project Structure | A structure in which employees continuously work on products |
| Boundary less Organization | An organization whose design is not defined by or limited to, boundaries imposed by a predefined structure |
| Virtual Organization | An organization that consist of a small core of full-time employees and outside specialists temporarily hired as needed to work on products |
| Network Organization | An organization that uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processes |
| Learning Organization | An organization that has developed the capacity to continuously learn, adapt, and change |
| Organizational Culture | The shared values, principals, traditions, and ways of doing things that influence the way organizational members act |
| Strong Culture | Organizational cultures in which the key values are deeply held and widely shared |
Created by:
marionflores
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