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Chapter 7 management
| Question | Answer |
|---|---|
| What is organizing? | is the deployment of organizational resources to achieve strategic goals |
| what does organizing lead to | the creation of organizalional sturusure |
| what is organizational structure | how tasks are divided;reporting relatinships; coordination across departments |
| organizational chart | visiual representation of organizational structure |
| Departmentalization | the basis on which individuals are grouped into departments and departments into the total organization |
| rganization structure | take the activities that need to be done and divide them into jobs- specializatin |
| structuaral designs | vertical functional structure; divisional structure;matrix ;team-based; network |
| functional structure | grouping positions into departments based on similar skills, expertise, and resource use. (flows up and down, and ppl work together in departments) |
| divisional structure | departments are grouped based on similar organizational outputs (by product, customer, region |
| matrix structure | uses functional and divisional chains of command simultaneously in the same part of the organization |
| work specialization | the degree to which organizationa tasks are subdivided into additional jobs (division of labor |
| advantages of work specialization | makes most of employee skill; sm. specialized jobs means efficency; training and hiring is easier |
| disadvantages of work specialization | boredom, stress, fatigue; employees not engaged; not suitable for some work |
| chain of command | unbroken line of authority that links all indv in the organization and specifies who reports to whom |
| authority | the formal and legitimate right of a manager to make decisions issue orders, and allocate resourced to achieve organizationally desired outcomes |
| responsibility | the duty to perfom the task an employee has been assigned |
| accountability | the fact that people with authority and responsibility are subfect to reporting and justifying task outcomes to those above them in the chain of command |
| Delegation | the process managers use to transfer authority and responsibilty to positions below them in the heirachy |
| span of management | how many indv can a manager efficiently and effectively manage? Traditional-7 lean organizations-30+ |
| centralization | the localization of decision authority near top of organizational levels |
| decentralization | the location of decision authority near lower of organizational levels |
| what is greater change and uncertainty associatted with? | decentralization |
| line authority | a form of authority in which indv in management positions have the formal power to direct and control immediate subordinates |
| staff authority | a form of authority granted to staff specialists in their area of expertise |
| tall structure | a management structure characterized by an overall naarrow span of management and a reatively large number of hierarchy levels |
| flat structure | a management structure characterized by an overall broad span of control and relatively few hierarchal levels |
| two-boss employees | employees who report to to supervisors simultaniousley |
| matrix loss | the product or functional boss, responsible for ne side of the matrix |
| top leader | the overseer of both the product and functional chains of command, responsible for the entire matrix |
| cross-functional teams | a group of employees from various functional departments that meet as a team to resolve mutual problems |
| permanent teams | a roup of participants from several functions who are permanently assigned to solve ongoing problems of common interest |
| team based structure | structure in which the entire rganization is made up of the horizontal teams that coordinate their activities and work directly with customers to accomplish the organizations goals |
| virtual network structure | an orgazation structure that disegrigates major functions to seperate companies that are brokered bya small headquarters organization |
| modualar approach | the process by which manufactring companie uses outside supplier to provide large components of the product whcih are then assembles into a final product by a few workers |
| task force | a temporary team or comittee formed to solve a specific short term problem involving several departments |
| project manager | a person responsible for coordinating the activites of several departments on a full time basis for the completion of a specific project |
| reengineering | the radical redesign of a business provcess to achieve dramatic approvements in cost, quality and speed and service |
| seervice technology | technology characterized by intangible outputs and direct contact between employees and customers |
| digital technology | technology characterized by use of the internet and ther digital processed to conduct or support business operations |
Created by:
kolby19
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