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30 Cards in this Set
- Front
- Back
Organization Design
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A process in which managers develop or change their organization's structure.
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Work Specialization
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A component of organization structure that involves having each discrete step of a job done by a different individual rather than having one individual do the whole job.
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Chain of Command
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The continuous line of authority that extends from the highest levels in an organization to the lowest levels and clarifies who reports to whom.
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Unity of Command
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The management principle that no person should report to more than one boss.
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Span of Control
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The number of subordinates a manager can direct efficiently and effectively.
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Authority
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The rights inherent in a managerial position to give orders and expect them to be obeyed.
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Responsibility
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An obligation to perform assigned activities.
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Line Authority
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THe authority that entitles a manager to direct the work of an employee.
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Staff Authority
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Positions that have some authority but that are created to support, assist, and advise the holders of line authority.
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Power
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An individual's capacity to influence decisions.
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Centralization
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A function of how much decision-making authority is pushed down to lower levels in an organization; the more centralized an organization, the higher the level at which decisions are made.
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Decentralization
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The pushing down of decision-making authority to the lowest levels of an organization.
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Functional Departmentalization
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The grouping of activities by functions performed.
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Product Departmentalization
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The grouping of activities by product produced.
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Customer Departmentalization
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The grouping of activities by common customers.
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Geographic Departmentalization
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The grouping of activities by territory
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Process Departmentalization
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The grouping of activities by work or customer flow.
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Mechanistic Organization
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The bureaucracy; a structure that is high in specialization, formation, and centralization.
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Organic Organization
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An adhocracy; a structure that is low in specialization, formalization, and centralization.
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Unit Production
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Production in terms of units or small batches
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Mass Production
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Production in terms of large-batch manufacturing.
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Process Production
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Production in terms of continuous processing.
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Simple Structure
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An organization that is low in specialization and formalization but high in centralization.
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Functional Structure
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An organization in which similar and related occupational specialties are grouped together.
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Divisional Structure
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An organization made up of self-contained units.
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Matrix Structure
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An organization in which specialists from functional departments are assigned to work on one or more projects led by a project manager.
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Team Based Structure
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An organization that consists entirely of work groups or teams
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Boundaryless Organization
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An organization that is not defined or limited by boundaries or categories imposed by traditional structures.
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Learning Organization
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An organization that has developed the capacity to continuously adapt and change because all members take an active role in identifying and resolving work-related issues.
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Organization Culture
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A system of share meaning within an organization that determines, to a large degree, how employees act.
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