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MOB Chapter 7 Vocab

QuestionAnswer
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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