Chapter 15 Mgs 3400
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| Organizational structure | formally dictates how jobs and tasks are divided and coordinated between individuals and groups within the company.
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| organizational chart | a drawing that represents every job in the organization and the formal reporting relationships between those jobs.
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| Work specialization | the way in which tasks in an organization are divided into separate jobs.
Also known as division of labor.
Assembly line worker.
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| Chain of command | Specific flow of authority down through the levels of an organization’s structure
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| Span of control | how many employees the manager is responsible for in the organization.
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| Centralization | reflects where decisions are formally made in organizations
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| formalization | when there are many specific rules and procedures used to standardize behaviors and decisions.
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| Mechanistic organizations | efficient, rigid, predictable, and standardized organizations that thrive in stable environments.
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| Organic organizations | flexible, adaptive, outward-focused organizations that thrive in dynamic environments.
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| Organizational design | the process of creating, selecting, or changing the structure of an organization.
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| Business environment | consists of its customers, competitors, suppliers, distributors, and other factors external to the firm, all of which have an impact on organizational design.
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| company strategy | describes an organization’s objectives and goals and how it tries to capitalize on its assets to make money.
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| technology | the method by which it transforms inputs into outputs
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| Company size | refers to the total number of employees, and structure
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| Simple structures | perhaps the most common form of organizational design, primarily because there are more small organizations than large ones.
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| bureaucratic structure | organizational form that exhibits
many of the facets of the mechanistic organization.
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| Functional structure | an organizational form in which employees are grouped by the functions they perform for the organization.
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| Multi-divisional structures | bureaucratic organizational forms in which employees are grouped into divisions around products, geographic regions, or clients.
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| Product structures | group business units around different products that the company produces
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| Geographic structures | generally based around the different locations where the company does business.
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| Client structure | an organizational form in which employees are organized around serving customers.
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| Matrix structures | a more complex form of organizational design that tries to take advantage of two types of structures at the same time.
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| restructuring | The process of changing an organization’s structure is called
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