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Century 2030-9
| Question | Answer |
|---|---|
| Organization Structure | Framework that defines the boundries of the formal organization and within which the organization operates. p.179 |
| Organization Growth has Three Stages. | 1. Craft or Family Stage. 2. Entrepreneurial Stage.3. Professional Management Stage. p.179 |
| First Stage: Characterize the "Craft or Family Stage". | 1. Absence of formal policies, objectives, and structure. 2. Operations generally center on one individual and one functional area. p179 |
| Second stage: Characterize the "Entrepreneurial Stage". | 1. Organization grows first at an incresaing rate, and then a decreasing rate.2. An atmosphere of optimism pervades the entire organization as sales and profits rise rapidly. p.179 |
| Third stage: Characterize the "Professional Management Stage". | 1. The entrepreneur has been replaced by or evolved into a Professionsl Manager.Through 'Planning', 'Organizing', 'Staffing','Motivating', and 'Controlling'.2. Profits are realized more from internal efficiency and less from the external market. p179 |
| How it the Third Stage characterized? | At the Third Stage the organization beomes characterized by written policies, procedures, and plans. p.179 |
| As the organization moves through the 'Craft Stage' and into the 'Entreprenurial Stage'; what critical organizational developement must occur | the growing organization must establish an appropriate "Structure" that allows the existing organization to adapt to change in its enviornment. p. 179-180 |
| List four factors affecting Organizational Structure | Strategy, Size, Enviornment, and Technology p.180 |
| Mechanistic Systems | Ogranizationa systems characterized by a rigid delination of functional duties, precise job discriptions, ficed authority and responsibility, and a well developed organizational hierarchy. Information filters UP and instructions filter DOWN. p.181 |
| Organic Systems | Ogranizationa systems characterized by less formal job descriptions greater emphasis on adaptability, more participation, and less fixed authority. p181 |
| The best structure for a given organization is: | "CONTINGENT" on the organizations enviorment. p. 182 |
| Outsourcing | The practice of subcontracting certain work functions to an independent outside source. p.183 |
| Contingency (Situational) Approach to Organizational structure | States that the most appropriate structure depends on technologyused, the rate of enviornmental change, and other dynamic forces. p.184 |
| Departmentalization | Grouping jobs into related work units. p.185 |
| Functional Departmentalization | Defining organizational units in terms of the nature of the workto be performed. p. 185 |
| Product Deparmenatlization | Grouping all activities necessary to produce and market a product or service under onw manager. p.186 |
| Geographic Departmentalization | Defining organizational units by territories.p. 186 |
| Customer Departmentalization | Defining organizational units in terms of customers served. p.186 |
| Hybrid Departmentalization | Occurs when an organization simulaneously uses more than one type of departmentalization. p.187 |
| Line Structure | Organization structure with direct vertical lines between the different levels of the organization. p.188 |
| Line and Staff Structure | Organizational structure that results when staff and specialists are added to the line organization. p.188 |
| Staff Functions | Functions that are aadvisory and supportive in nature; designed to contribute to the efficiency and maintenance of the organization. p.188 |
| Line Functions | Functions and activities directly involved in producing and marketing the organization's goods or services. p.188 |
| Matrix Structure | Hybrid organization structure in which individuals fro different functional areas are assinged to work on a specific project or task. p. 189 |
| Horizontal Structure | Consits of two groups. One group is composed of senior management who are responsible for atrategic decisions and policies. the second group is composed of empowered employees wowrking together in different process teams. p.190 |
| Virtual Structure | Temporary network of independent companies - suppliers, customers, and even rivals - linked by information technology to share skills, costs, and access one another's markets. p.192 |
| Flat structure | Organization with few levels and relatively large spans of management at each level. |
| Tall Structure | Organization with many levels and relatively small spans of management. p.193 |
| Committee | Organizationstructure in which a group of people are formally appointed, organized and superimposed on the line, line and staff, or matriz structure to consider or decide certain matters. p.195 |
| Board of Directors | Carefully selected committee that reviews major policy and strategy decisions proposed vy top management. p.195 |
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