Chapter 5
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| Organizing | The function of management that creates the organization's structure
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| Organizational design | When managers develop or change the organizations structure
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| Work specialization | Dividing work activities into separate job tasks; also called division of labor
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| Departmentalization | How jobs are grouped together
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| Functional departmentalization | grouping activities by functions performed
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| product departmentalization | grouping activities by major product areas.
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| customer departmentalization | grouping activities by customer
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| geographic departmentalization | grouping activities on the basis of geography of territory
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| Process departmentalization | Grouping activities on the basis of work or customer flow
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| Cross-functional teams | Teams made up of individuals from various departments and that cross traditional department lines.
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| chain of command | The line of authority extending from upper organizational levels to lower levels, which clarifies who reports to whom
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| Authority | The rights inherent in a managerial position to give orders and expect the orders to be obeyed.
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| responsibility | an obligation to perform assigned duties
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| line authority | Authority that entitles a manager to direct the work of an employee.
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| Staff authority | Positions with some authority that have been created to support, assist, and advise those holding line authority.
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| Power | An individual's capacity to influence decisions
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| Span of control | The number of employees a manager can efficiently and effectively supervise
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| centralization | The degree to which decision making takes place at upper levels of the organization
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| decentralization | The degree to which lower-level managers provide input or actual make decisions
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| Formalization | How standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures.
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| Mechanistic organization | a bureaucratic organization; a structure that's high in specialization, formalization, and centralization
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| Organic organization | A structure that's low in specialization, formalization, and centralization.
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| Unit production | The production of items or units in small batches
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| Mass production | Large-batch manufacturing
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| Process production | continuous flow of product being produced
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| Simple structure | An organizational design with low departmentalization, wide spans of control, authority centralized in a single person, and little formalization.
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| functional structure | an organizational design that groups similar or related occupational specialties together
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| Divisional structure | An organizational structure made up of separate business units or divisions.
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| Team structure | a structure in which the entire organization is made up of teams
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| Matrix structure | A structure in which specialists from different functional departments are assigned to work on projects led by a project manager.
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| Project structure | a structure in which employees continuously work on projects
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| boundaryless organization | An organization whose design is not defined by or limited by boundaries imposed by a predefined structure.
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| Virtual organization |
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| Organizing | The function of management that creates the organization's structure
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| Organizational design | When managers develop or change the organizations structure
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|
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| Work specialization | Dividing work activities into separate job tasks; also called division of labor
🗑
|
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| Departmentalization | How jobs are grouped together
🗑
|
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| Functional departmentalization | grouping activities by functions performed
🗑
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| product departmentalization | grouping activities by major product areas.
🗑
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| customer departmentalization | grouping activities by customer
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| geographic departmentalization | grouping activities on the basis of geography of territory
🗑
|
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| Process departmentalization | Grouping activities on the basis of work or customer flow
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| Cross-functional teams | Teams made up of individuals from various departments and that cross traditional department lines.
🗑
|
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| chain of command | The line of authority extending from upper organizational levels to lower levels, which clarifies who reports to whom
🗑
|
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| Authority | The rights inherent in a managerial position to give orders and expect the orders to be obeyed.
🗑
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| responsibility | an obligation to perform assigned duties
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|
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| line authority | Authority that entitles a manager to direct the work of an employee.
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| Staff authority | Positions with some authority that have been created to support, assist, and advise those holding line authority.
🗑
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| Power | An individual's capacity to influence decisions
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| Span of control | The number of employees a manager can efficiently and effectively supervise
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| centralization | The degree to which decision making takes place at upper levels of the organization
🗑
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||||
| decentralization | The degree to which lower-level managers provide input or actual make decisions
🗑
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| Formalization | How standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures.
🗑
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| Mechanistic organization | a bureaucratic organization; a structure that's high in specialization, formalization, and centralization
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| Organic organization | A structure that's low in specialization, formalization, and centralization.
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| Unit production | The production of items or units in small batches
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| Mass production | Large-batch manufacturing
🗑
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| Process production | continuous flow of product being produced
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| Simple structure | An organizational design with low departmentalization, wide spans of control, authority centralized in a single person, and little formalization.
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| functional structure | an organizational design that groups similar or related occupational specialties together
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| Divisional structure | An organizational structure made up of separate business units or divisions.
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| Team structure | a structure in which the entire organization is made up of teams
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| Matrix structure | A structure in which specialists from different functional departments are assigned to work on projects led by a project manager.
🗑
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| Project structure | a structure in which employees continuously work on projects
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| boundaryless organization | An organization whose design is not defined by or limited by boundaries imposed by a predefined structure.
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| Virtual organization | An organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work projects.
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| Network organization | An organization that uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processes.
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| Learning organization | An organization that has developed the capacity to continuously learn, adapt, and change.
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| Organizational culture | The shared values, principles, traditions, and ways of doing things that influence the way organizational members act.
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| Strong Cultures | Organizational cultures in which the key values are deeply held and widely shared.
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| Human resource management | the management function concerned with getting, training, motivating, and keeping competent employees
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| Affirmative action plan | Programs that ensure that decisions and practices enhance the employment, upgrading, and retention of members of protected groups,
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| Work councils | groups of nominated or elected employees who must be consulted when management makes decisions involving personnel
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| Board representatives | Employees who sit on a company's board of directors and represent the interest of employees
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| Employment planning | The process by which managers ensure they have the right numbers and kinds of people in the right places at the right time.
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| Human resource inventory | A report listing important information about employees such as name, education, training , skills, languages spoken, and so forth.
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| job analysis | An assessment that defines jobs and the behaviors necessary to perform them.
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| job description | A written statement that describes a job.
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| Job specification | A written statement of the minimum qualifications that a person must possess to perform a given job successfully
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| recruitment | locating, identifying, and attracting capable applicants.
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| selection process | screening job applicants to ensure that the most appropriate candidates are hired.
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| Reliability | the degree to which a selection device measures the same thing consistently
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| validity | the proven relationship between a selection device and some relevant criterion.
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| Performance-simulation tests | selection devices based on actual job behaviors
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| realistic job preview (RJP) | A preview of a job that provides both positive and negative information about the job and the company.
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| Orientation | Introducing a new employee to the job and the organization
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| Employee training | a learning experience that seeks a relatively permanent change in employees by improving their ability to perform on the job.
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| Performance management system | a system that establishes performance standards that are used to evaluate employee performance
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| 360-degree appraisal | An appraisal device that seeks feedback from a variety of sources for the person being rated.
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| discipline | Actions taken by a manager to enforce an organizations standards and regulations
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| employee counseling | A process designed to help employees overcome performance-related problems
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| Compensation administration | the process of determining a cost-effective pay structure th at will attract and retain employees, provide an incentive for them to work hard, and ensure that pay levels will be perceived as fair
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| Skill-based pay | a pay system that rewards employees for the job skills they demonstrate
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| variable pay | a pay system in which an individual's compensation is contingent on performance
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| employee benefits | Non-financial rewards designed to enrich employees lives
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| downsizing | the planned elimination of jobs in an organization
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| layoff-survivor sickness | a set of attitudes, perceptions, and behaviors of employees who survive layoffs
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| Sexual harassment | Any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individual's employment, performance, or work environment.
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| Workplace spirituality | A spiritual culture where organizational values promote a sense of purpose through meaningful work that takes place in the context of community.
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