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
CH10
| Question | Answer |
|---|---|
| organizational structure | the organizational structure, control systems, culture, and human resource management systems that together determine how efficiently and effectively organizational resources are used |
| organizational culture | is the shared set of beliefs, values, and norms that influence the way people and groups work together to achieve organizational goals |
| organizational structure | a formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals |
| organizational design | the process by which managers make specific organizing choices that result in a particular kind of organizational structure |
| four factors that are important determinants of the type of organizational structure or culture managers select | the organizational environment strategy technology human resources |
| job design | the process by which managers decide how to divide tasks into specific jobs |
| job simplification | the process of reducing the number of tasks that each worker performs |
| job enlargement | increasing the number of different tasks in a given job by changing the division of labor |
| job enrichment | increasing the degree of responsibility a worker has over his or her job |
| J.R Hackman and G.R Oldham | characteristics model is an influential model of job design that explains in detail how managers can make jobs more interesting and motivating |
| The characteristics that determine how employees react to their work and lead to outcomes such as high performance and satisfaction and low absenteeism and turnover | skill variety task identity task significance autonomy feedback |
| skill variety | the extent to which a job requires that an employee use a wide range of different skills, abilities, or knowledge |
| task identity | the extent to which a job requires that a worker perform all the tasks necessary to complete the job, from the beginning to the end of the production process |
| task significance | the degree to which a worker feels his or her job is meaningful because of its effect on people inside the organization, such as coworkers, or on people outside the organization, such as customers |
| autonomy | the degree to which a job gives an employee the freedom and discretion needed to schedule different tasks and decide how to carry them out |
| feedback | the extent to which actually doing a job provides a worker with clear and direct information about how well he or she has performed the job |
| function | a group of people, working together, who possess similar skills or use the same kind of knowledge, tools, or techniques to perform their jobs |
| functional structure | an organizational structure composed of all the departments that an organization requires to produce its goods and services |
| divisional structure | an organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer |
| product structure | an organizational structure in which each product line or business is handled by a self-contained division |
| geographic structure | an organizational structure in which each region of a country or area of the world is served by a self-contained division |
| market structure | an organizational structure in which each kind of customer is served by a self-contained division; also called customer structure |
| matrix structure | an organizational structure that simultaneously groups people and resources by function and by product |
| product team structure | an organizational structure in which employees are permanently assigned to a cross-functional team and report only to the product team manager or to one of his or her direct subordinates |
| cross-functional team | a group of managers brought together from different departments to perform organizational tasks |
| hybrid structure | the structure of a large organization that has many divisions and simultaneously uses many different organizational structures |
| authority | the power to hold people accountable for their actions and to make decisions concerning the use of organizational resources |
| hierarchy of authority | an organization's chain of command, specifying the relative authority of each manager |
| span of control | the number of subordinates who report directly to a manager |
| line manager | someone in the direct line or chain of command who has formal authority over people and resources at lower levels |
| staff manager | someone responsible for managing a specialist function, such as finance or marketing |
| decentralizing authority | giving lower-level managers and non-managerial employees the right to make important decisions about how to use organizational resources |
| integrating mechanisms | organizing tools that managers can use to increase communications and coordination among functions and divisions |
| task force | a committee of managers from various functions or divisions who meet to solve a specific, mutual problem; also called ad hoc committee |
| organizational ethics | the moral values, beliefs, and rules that establish the appropriate way for an organization and its members to deal with each other and with people outside the organization |
| adaptive culture | are those whose values and norms help an organization to build momentum and to grow and change as needed to achieve its goals and be effective |
| inert cultures | are those whose values and norms fail to motivate or inspire employees; they lead to stagnation and , often, failure over time |
Created by:
danicita3387