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MAN3025

Ch 8

QuestionAnswer
Accountability Describes expectations that managers must report and justify work results to the managers above them
Accountability Describes expectations that managers must report and justify work results to the managers above them
Adaptive Perspective Perspective of organizational culture that assumes that the most effective cultures help organizations anticipate and adapt to environmental change
Adhocracy Culture Type of organizational culture that has an external focus and values flexibility
Authority The right to perform command and utilize resources in a managerial position
Birth Stage The nonbureaucratic stage, the stage in which the organization is created
Centralized Authority Organizational structure in which important decisions are made by upper managers
Clan Culture Type of organizational culture that has an internal focus and values flexibility rather than stability and control
Common Purpose A goal that unifies employees or members and gives everyone an understanding of the organization's reason for being
Conglomerate Type of organization in which a large company does business in different, unrelated areas
Contingency Plan The creation of alternative hypothetical but equally likely future conditions
Continuous-Process Technology A highly routinized technology in which machines do all of the work, to produce highly routinized products
Coordinated Effort The coordination of individual efforts into a group or organization-wide effort
Customer Divisions A divisional structure in which activities are grouped around common customers
Decentralized Authority Organizational structure in which important decisions are made by middle-level and supervisory-level managers
Delegation The process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy
Differentiation The tendency of the parts of an organization to disperse and fragment
Division Labor (Work Specialization) Arrangement of having discrete parts of a task done by different people. The work is divided into particular tasks assigned to particular workers
Divisional Structure The 3rd type of organizational structure, where people with diverse occupational specialties are put together in formal groups according to products, customers or geographic regions
Enacted Values Values and norms actually observed in the organization
Espoused Values Explicitly stated values and norms preferred by an organization
Fit Perspective Perspective of organizational culture that assumes that an organization's culture must align with its business or strategic context
Functional Structure The 2nd type of organizational structure , where people with similar occupational specialties are put together in formal groups
Geographic Divisions A divisional structure in which activities are grouped around defined regional locations
Hero A person whose accomplishments embody the values of the organization
Hierarchy Culture Type of organizational culture that has an internal focus and values stability and control over flexibilty
Hierarchy of Authority (Chain of Command) A control mechanism for making sure the right people do the right things at the right time
Integration The tendency of the parts of an organization to draw together to achieve a common purpose
Large-Batch Technology Routinized products made by highly mechanized organizations
Line Managers Managers who have the authority to make decisions and usually have people reporting to them
Market Culture Type of organizational culture that has a strong external focus and values stability and control
Matrix Structure 4th type of organizational structure, which combines functional and divisional chains of command in a grid so that there are two command structures (vertical and horizontal)
Maturity Stage Stage where the organization becomes very bureaucratic, large and mechanistic. Also 3rd stage of PLC
Mechanistic Organization Organization in which authority is centralized, task and rules are clearly specified, and employees are closely supervised
Midlife Stage A period of growth evolving into stability when the organization becomes bureaucratic
Modular Structure 7th type of organizational structure, in which a firm assembles product modules provided by contractors
Network Structure 6th type of organizational structure, where a central core is linked to outside independent firms by computer connections used to operate as if all were a single organization
Organic Organization Organization in which authority is decentralized, there are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks
Organization Group of people who work together to achieve some specific purpose.
Organization Chart Box-and-lines illustration of the formal relationships of positions of authority and the organization's official positions
Organizational Culture (Corporate Culture) System of shared beliefs and values that develops within an organization and guides the behavior of its members
Organizational life Cycle Four-stage cycle with a natural sequence of stages: birth, youth, midlife & maturity
Organizational Size Measurement of a group's size according to the number of full-time employees
Product Divisions A divisional structure in which activities are grouped around similar products or services
Responsibility The obligations one has to perform the assigned tasks
Rites and Rituals The activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in an organization's life
Simple Structure 1st type of organizational structure, where an organizations has authority centralized in a single person, as well as a flat hierarchy, few rules and low work specializations
Small-Batch Technology Systems in which goods are custom-made to customer specifications in small quantities
Span of Control (Management) The number of people reporting directly to a given manager
Staff Personnel Staff with advisory functions; they provide the advice, recommendations, and research to line managers
Story A narrative based on true events, which is repeated to emphasize a particular value
Strength Perspective Perspective of organizational culture that assumes that the strength of a corporate culture is related to a firm's long-term financial performance
Symbol An object, act, quality, or event that conveys meaning to others
Team-Based Structure 5th type of organizational structure, where teams or workgroups, temporary or permanent, are used to improve horizontal relations and solve problems throughout the organization
Technology All the tools for transforming material, data, or labor into goods or services
Unit of Command Principle that stresses an employee should report to no more than one manager in order to avoid conflicting priorities and demands
Youth Stage The stage in which the organization is in a prebureaucratic phase, one of growth and expansion
Created by: johnny1329
 

 



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