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Chapter 8 Busa
| Term | Definition |
|---|---|
| organizational structure | the vertical and horizontal configuration of departments, authority, and jobs within a company. |
| organizational process | the collection of activities that transform inputs into outputs that customers value. |
| departmentalization | subdividing work and workers into separate organizational units responsible for completing particular tasks. |
| functional departmentalization | organizing work and workers into separate units responsible for particular business functions or areas of expertise |
| product departmentalization | organizing work and workers into separate units responsible for producing particular products or services. |
| customer departmentalization | organizing work and workers into separate units responsible for particular kinds of customers. |
| geographic departmentalization | organizing work and workers into separate units responsible for doing business in particular geographic areas. |
| Matrix departmentalization | a hybrid organizational structure in which two or more forms of departmentalization, most often product and functional, are used together. |
| Simple matrix | a form of matrix departmentalization in which managers in different parts of the matrix negotiate conflicts and resources. |
| complex matrix | a form of matrix departmentalization in which managers in different parts of the matrix report to matrix managers, who help them sort out conflicts and problems |
| authority | the right to give commands, take action, and make decisions to achieve organizational objectives. |
| chain of command | the vertical line of authority that clarifies who reports to whom throughout the organization. |
| span of control | the number of individuals who report directly to a manager. |
| unity of command | a management principle that workers should report to just one boss. |
| line authority | the right to command immediate subordinates in the chain of command. |
| staff authority | the right to advise, but not command, others who are not subordinates in the chain of command |
| line function | an activity that contributes directly to creating or selling the company's products. |
| staff Function | an activity that does not contribute directly to creating or selling the company's products, but instead supports line activities. |
| delegation of authority | the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible. |
| centralization of authority | the location of most authority at the upper levels of the organization. |
| decentralization | the location of a significant amount of authority in the lower levels of the organization |
| standardization | solving problems by consistently applying the same rules, procedures, and processes |
| job design | the number, kind, and variety of tasks that individual workers perform in doing their jobs |
| task independence | the extent to which collective action is required to complete an entire piece of work. |
| pooled interdependence | work completed by having each job or department independently contribute to the whole. |
| sequential interdependence | work completed in succession, with one group's or job's outputs becoming the inputs for the next |
| reciprocal interdependece | work completed by different jobs or groups working together in a back-and-forth manner |
| empowering workers | permanently passing decision-making authority and responsibility from managers to workers by giving them the information and resources they need to make and carry out good decisions. |
| empowerment | feelings of intrinsic motivation, in which workers perceive their work to have impact and meaning and perceive themselves to be competent and capable of self-determination. |
| inter-organizational process | a collection of activities that take place among companies to transform inputs into outputs that customers value. |
| modular organizations | organizations that outsource all other business activities to outside companies, suppliers, specialists, or consultants. |
| outsourcing | obtaining goods and services from an outside supplier. |
| Business process outsourcing (BPO) | contracting operations of a specific business process to a third-party service provider. |
| virtual organization | groups of geographically and/or organizationally distributed participants who collaborate toward a shared goal using a combination of information and communications technologies to accomplish a task. |
Created by:
KimJLa