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MOB Chapter 7 Vocab
| Question | Answer |
|---|---|
| The deployment of organizational resources to achieve strategic goals. | Organizing |
| The framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated. | Organization Structure |
| The visual representation of an organization's structure. | Organization Chart |
| The degree to which organizational tasks are subdivided into individual jobs; also call division of labor. | Work Specialization |
| An unbroken line of authority that links all individuals in the organization and specifies who reports to whom. | Chain of Command |
| The formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes. | Authority |
| The duty to perform the task or activity an employee has been assigned. | Responsibility |
| The fact that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command. | Accountability |
| The process managers use to transfer authority and responsibility to positions below them in the hierarchy. | Delegation |
| A form of authority in which individuals in management positions have the formal power to direct and control immediate subordinates. | Line Authority |
| A form of authority granted to staff specialists in their area of expertise. | Staff Authority |
| The number of employees reporting to a supervisor; also called span of control. | Span of Management |
| A management structure characterized by an overall broad span of control and relatively few hierarchical levels. | Flat Structure |
| The location of decision authority near top organizational levels. | Centralization |
| The location of decision authority near lower organizational levels. | Decentralization |
| The basis on which individuals are grouped into departments and departments into the total organization. | Departmentalization |
| The grouping of positions into departments based on similar skills, expertise, and resource use. | Functional Structure |
| The basis on which individuals are grouped into departments and departments into the total organization. | Departmentalization |
| The grouping of positions into departments based on similar skills, expertise, and resource use. | Functional Structure |
| An organization structure in which departments are grouped based on similar organizational outputs. | Divisional Structure |
| An organization structure that uses functional and divisional chains of command simultaneously in the same part of the organization. | Matrix Approach |
| Employees who report to two supervisors simultaneously. | Two-boss Employees |
| The product or functional boss, responsible for one side of the matrix. | Matrix Boss |
| The overseer of both the product and functional chains of command; responsible for the entire matrix. | Top Leader |
| A group of employees from various functional departments that meet as a team to resolve mutual problems. | Cross-functional Team |
| A group of participants from several functions who are permanently assigned to solve ongoing problems of common interest. | Permanent Teams |
| Structure in which the entire organization is made up of horizontal teams that coordinate their activities and work directly with customers to accomplish the organization's goals. | Team-based Structure |
| An organization structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization. | Virtual Network Structure |
| The process by which a manufacturing company uses outside suppliers to provide large components of the product, which are then assembled into a final product by a few workers. | Modular Approach |
| The quality of collaboration across departments. | Coordination |
| A temporary team or committee formed to solve a specific short-term problem involving several departments. | Task Force |
| A person responsible for coordinating the activities of several departments on a full-time basis for the completion of a specific project. | Project Manager |
| The radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed; also called business process reengineering. | Reengineering |
| An organized group of related tasks and activities that work together to transform inputs into outputs and create value. | Process |
Created by:
abbyjp
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