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31 Cards in this Set
- Front
- Back
Organizational Structure |
1. designates formal reporting relationships 2. identifies the grouping of individuals (departments) 3. design of systems to ensure effective communication. |
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Centralization |
decision authority is located near the top of the organization |
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Decentralization |
decision authority is pushed downward to lower organization levels. |
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Vertical Linkages |
used to coordinate activities between the top and bottom of an organization and are designed primarily for control of the organization. |
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Vertical information system |
is another strategy for increasing vertical information capacity. (periodic reports, written info) |
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Collaboration |
joint effort between people from two or more departments to produce outcome that meet a common goal or shared purpose. |
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Horizontal Linkage |
communication and coordination horizontally across organizational departments |
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Liaison |
person located in one department but has the responsibility for communicating and achieving coordination and collaboration with another department. |
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task force |
temp committee composed of representatives from each organizational unit affected by a problem. |
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Integrator |
frequently has a tile, such as a product manager, project manager, program manager, or a brand manager |
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Teams |
permanent task forces and are often in conjunction with a full time integrator. |
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Virtual Team |
made up of organizationally or geographically dispersed members who are linked primarily through advanced info and communications tech. |
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Relational Coordination |
frequent, timely, problem-solving communication carried out through relationships of shared goals, shared knowledge, and mutual respect. |
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Departmental Grouping |
affects employees b/c they share a common supervisor and common resources, are jointly responsible for performance, and tend to identify and collaborate with one another. |
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Functional Grouping |
places together employees who perform similar functions, or work processes or who bring similar knowledge and kills to bear. |
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Divisional Grouping |
people are organized according to what the organization produces. |
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Multifocused grouping |
means an organization embraces two or more structural grouping alternatives simultaneously. |
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Horizontal Grouping |
employees are organized around core work processes, the end-to-end work, info, and material flows that provide value directly to customers |
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Virtual network grouping |
the most recent approach to departmental grouping. Org. is loosely connected clusters. Separate orgs that are electronically connected for sharing info. |
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Functional Structure |
also called U-form, activities are grouped together by common function from the bottom to the top of the organization. |
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Divisional structure |
M-form, or decentralized form, separate divisions can be organized with responsibility for individual products, services, product groupings, major projects programs, divisions, business, or profit centers. |
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Matrix Structure |
can be used when both technical expertise and product innovation and change are important for meeting organizational goals. |
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Functional Matrix |
functional bosses have primary authority and the project or product managers simply coordinate product activities. |
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Product Matrix |
the project or product managers have primary authority and functional managers are simply assign technical personal to projects and provide advisory expertise as needed. |
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Horizontal Structure |
Organize employees around core processes. Typically when Reengineering. |
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Reengineering |
or business process reengineering, basically means the redesign of a vertical org. along its horizontal workflows and processes. |
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Process |
refers to an organized group of related tasks and activities that work together to transform inputs into outputs that create value for customers. |
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Outsorcing |
means to contract out certain tasks or functions, such as manufacturing, HR, or credit processing, to other companies. |
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Virtual Network Structure |
"Modular Structure" the firm subcontracts most of its major functions or processes to separate companies and coordinates their activities from small headquarters organizations. |
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Hybrid Structure |
that combines characteristics of various approaches tailored to specific strategic needs. |
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Symptoms of structural deficiency |
occur when org structure is out of alignment with org needs. - Absence of colloboration - Decision making delayed, or lacking in qty. - the org does not respond innovatively to changing environment - Employee performance declines and goals are not met |