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Fundamentals
Chapter 5
| Question | Answer |
|---|---|
| Organizing | The function of management that creates the organization's structure |
| Organizational design | When managers develop or change the organizations structure |
| Work specialization | Dividing work activities into separate job tasks; also called division of labor |
| Departmentalization | How jobs are grouped together |
| Functional departmentalization | grouping activities by functions performed |
| product departmentalization | grouping activities by major product areas. |
| customer departmentalization | grouping activities by customer |
| geographic departmentalization | grouping activities on the basis of geography of territory |
| Process departmentalization | Grouping activities on the basis of work or customer flow |
| Cross-functional teams | Teams made up of individuals from various departments and that cross traditional department lines. |
| chain of command | The line of authority extending from upper organizational levels to lower levels, which clarifies who reports to whom |
| Authority | The rights inherent in a managerial position to give orders and expect the orders to be obeyed. |
| responsibility | an obligation to perform assigned duties |
| line authority | Authority that entitles a manager to direct the work of an employee. |
| Staff authority | Positions with some authority that have been created to support, assist, and advise those holding line authority. |
| Power | An individual's capacity to influence decisions |
| Span of control | The number of employees a manager can efficiently and effectively supervise |
| centralization | The degree to which decision making takes place at upper levels of the organization |
| decentralization | The degree to which lower-level managers provide input or actual make decisions |
| Formalization | How standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures. |
| Mechanistic organization | a bureaucratic organization; a structure that's high in specialization, formalization, and centralization |
| Organic organization | A structure that's low in specialization, formalization, and centralization. |
| Unit production | The production of items or units in small batches |
| Mass production | Large-batch manufacturing |
| Process production | continuous flow of product being produced |
| Simple structure | An organizational design with low departmentalization, wide spans of control, authority centralized in a single person, and little formalization. |
| functional structure | an organizational design that groups similar or related occupational specialties together |
| Divisional structure | An organizational structure made up of separate business units or divisions. |
| Team structure | a structure in which the entire organization is made up of teams |
| Matrix structure | A structure in which specialists from different functional departments are assigned to work on projects led by a project manager. |
| Project structure | a structure in which employees continuously work on projects |
| boundaryless organization | An organization whose design is not defined by or limited by boundaries imposed by a predefined structure. |
| Virtual organization | |
| Organizing | The function of management that creates the organization's structure |
| Organizational design | When managers develop or change the organizations structure |
| Work specialization | Dividing work activities into separate job tasks; also called division of labor |
| Departmentalization | How jobs are grouped together |
| Functional departmentalization | grouping activities by functions performed |
| product departmentalization | grouping activities by major product areas. |
| customer departmentalization | grouping activities by customer |
| geographic departmentalization | grouping activities on the basis of geography of territory |
| Process departmentalization | Grouping activities on the basis of work or customer flow |
| Cross-functional teams | Teams made up of individuals from various departments and that cross traditional department lines. |
| chain of command | The line of authority extending from upper organizational levels to lower levels, which clarifies who reports to whom |
| Authority | The rights inherent in a managerial position to give orders and expect the orders to be obeyed. |
| responsibility | an obligation to perform assigned duties |
| line authority | Authority that entitles a manager to direct the work of an employee. |
| Staff authority | Positions with some authority that have been created to support, assist, and advise those holding line authority. |
| Power | An individual's capacity to influence decisions |
| Span of control | The number of employees a manager can efficiently and effectively supervise |
| centralization | The degree to which decision making takes place at upper levels of the organization |
| decentralization | The degree to which lower-level managers provide input or actual make decisions |
| Formalization | How standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures. |
| Mechanistic organization | a bureaucratic organization; a structure that's high in specialization, formalization, and centralization |
| Organic organization | A structure that's low in specialization, formalization, and centralization. |
| Unit production | The production of items or units in small batches |
| Mass production | Large-batch manufacturing |
| Process production | continuous flow of product being produced |
| Simple structure | An organizational design with low departmentalization, wide spans of control, authority centralized in a single person, and little formalization. |
| functional structure | an organizational design that groups similar or related occupational specialties together |
| Divisional structure | An organizational structure made up of separate business units or divisions. |
| Team structure | a structure in which the entire organization is made up of teams |
| Matrix structure | A structure in which specialists from different functional departments are assigned to work on projects led by a project manager. |
| Project structure | a structure in which employees continuously work on projects |
| boundaryless organization | An organization whose design is not defined by or limited by boundaries imposed by a predefined structure. |
| Virtual organization | An organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work projects. |
| Network organization | An organization that uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processes. |
| Learning organization | An organization that has developed the capacity to continuously learn, adapt, and change. |
| Organizational culture | The shared values, principles, traditions, and ways of doing things that influence the way organizational members act. |
| Strong Cultures | Organizational cultures in which the key values are deeply held and widely shared. |
| Human resource management | the management function concerned with getting, training, motivating, and keeping competent employees |
| Affirmative action plan | Programs that ensure that decisions and practices enhance the employment, upgrading, and retention of members of protected groups, |
| Work councils | groups of nominated or elected employees who must be consulted when management makes decisions involving personnel |
| Board representatives | Employees who sit on a company's board of directors and represent the interest of employees |
| Employment planning | The process by which managers ensure they have the right numbers and kinds of people in the right places at the right time. |
| Human resource inventory | A report listing important information about employees such as name, education, training , skills, languages spoken, and so forth. |
| job analysis | An assessment that defines jobs and the behaviors necessary to perform them. |
| job description | A written statement that describes a job. |
| Job specification | A written statement of the minimum qualifications that a person must possess to perform a given job successfully |
| recruitment | locating, identifying, and attracting capable applicants. |
| selection process | screening job applicants to ensure that the most appropriate candidates are hired. |
| Reliability | the degree to which a selection device measures the same thing consistently |
| validity | the proven relationship between a selection device and some relevant criterion. |
| Performance-simulation tests | selection devices based on actual job behaviors |
| realistic job preview (RJP) | A preview of a job that provides both positive and negative information about the job and the company. |
| Orientation | Introducing a new employee to the job and the organization |
| Employee training | a learning experience that seeks a relatively permanent change in employees by improving their ability to perform on the job. |
| Performance management system | a system that establishes performance standards that are used to evaluate employee performance |
| 360-degree appraisal | An appraisal device that seeks feedback from a variety of sources for the person being rated. |
| discipline | Actions taken by a manager to enforce an organizations standards and regulations |
| employee counseling | A process designed to help employees overcome performance-related problems |
| Compensation administration | the process of determining a cost-effective pay structure th at will attract and retain employees, provide an incentive for them to work hard, and ensure that pay levels will be perceived as fair |
| Skill-based pay | a pay system that rewards employees for the job skills they demonstrate |
| variable pay | a pay system in which an individual's compensation is contingent on performance |
| employee benefits | Non-financial rewards designed to enrich employees lives |
| downsizing | the planned elimination of jobs in an organization |
| layoff-survivor sickness | a set of attitudes, perceptions, and behaviors of employees who survive layoffs |
| Sexual harassment | Any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individual's employment, performance, or work environment. |
| Workplace spirituality | A spiritual culture where organizational values promote a sense of purpose through meaningful work that takes place in the context of community. |
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fozzybear2
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