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
Chpt. 5
Management
| Question | Answer |
|---|---|
| Organizing | the function of management that creates the organization's structure. |
| Organizational design | when managers develop or change the organization's structure |
| Work Specialization | dividing work activites 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 or 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 departmental lines |
| chain of command | the line of authority extending from upper organizational levels to lower levels, which clarifies who reports to whome. |
| authority | the rights inherent in a managerial position to gibe 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. |
| unity of command | the management principle that no person should report to more than one boss |
| 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 actually 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 sjpeicalization, formalization, and centralization |
| unit production | the production of items in units or small batches |
| mass production | large-batch manufacturing |
| process production | continuous flow of products 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 work teams |
| matrix structure | a structure in which specialists from diferent 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 to, 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 on projects |
| network organization | an organization that uses its own employees to do some work activites 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 calues, 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 |
Created by:
angel_19_19_19
Popular Marketing sets