click below
click below
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 |