Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
MAN3025
Ch 8
| Question | Answer |
|---|---|
| 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
Popular Management sets