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Managment
Descriptions of managment tasks and activities
| Term | Definition |
|---|---|
| Organizing | The function of management that creates the organization's structure |
| 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 Departmentalization | Grouping activities by functions performed |
| Product Departmentalization | Grouping activities by major product areas |
| Customer Departmentalization | Grouping activities by customer |
| Departmentalization | How jobs are grouped together |
| Functional Departmentalization | Grouping activities by functions performed |
| Product Departmentalization | Grouping activities by major product areas |
| Customer Departmentalization | Grouping activities by customer |
| Geographic 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 department lines (must have people from all different teams) |
| 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 authority that have been created to support, assist, and advise those holding line authority |
| Chain of command | The line of authority extending from upper organizational levels to lower levels, which clarifies |
| Power | Tefers to an individual's capacity to influence decisions. Authority is part of the larger concept of power |
| Coercive power | Power based on fear |
| Reward power | Power based on the ability to distribute something that others value |
| Legitimate power | Power based on one's position in the formal hieracrchy |
| Expert Power | Power based on one's expertise, special skills, or knowledge |
| Referent power | Power based on identification with a person who has desirable resources or personal traits |
| Span of control | The number of employees a manager can efficiently and effectively supervise |
| Formalization | How standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures |
| Centralization | The degree to which decision making takes place at upper levels of the organization |
| Decentralization | The degree to which lower -level managers provide input or actually make decisions |
| Span of control | The number of employees a manager can efficiently and effectively supervise |
| Formalization | How standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures |
| Centralization | The degree to which decision making takes place at upper levels of the organization |
| Decentralization | The degree to which lower -level managers provide input or actually make decisions |
| Mechanistic organization | A bureaucratic org; 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 organization design with low departmentalization, wide spans of control, authority centralized in a single person, and little formalization. |
| Functional structures | Groups similar or related occupational specialties together |
| Divisional structures | Separate business units or divisions |
| Team structures | Entire organization is made up of work teams |
| Matrix structures | Specialists 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 projects |
| Boundary less Organization | Design is not defined by, or limited to, boundaries imposed by a predefined structure |
| Virtual Organization | Organization that consists of a small core of full-time employees and outside specialists |
| Boundary less Organization | Design is not defined by, or limited to, boundaries imposed by a predefined structure |
| Virtual Organization | Organization that consists of a small core of full-time employees and outside specialists |
| Learning organization | An organization that has developed the capacity to continuously learn, adapt, and change |
Created by:
_studioBanauso
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