Organizational Behavior

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Anonymous
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122455
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Organizational Behavior
Updated:
2011-12-10 14:03:38
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Chapter 13
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Chapter 13
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  1. Organizational Structure
    How job tasks are formally divided, grouped, and coordinated
  2. Work Specialization
    The degree to which tasks in the organization are subdivided into separate jobs
  3. Departmentalization
    The basis on which jobs are goruped together
  4. Chain of Command
    The continuos line of authority that extends from upper the organizational levels to the lowest level and clarifies who reports to whom
  5. Delegation
    Assignment of authority to another person carry out specific duties, allowing the employee to make some of the decisions
  6. Span of Control
    The number of employees that report to a manager
  7. Centralization
    The degree to which decision making is concentrated at a single point in the organization
  8. Decentralization
    The degree to which decision making is distributed to lower-level-employees
  9. Formalization
    The degree to which jobs within the organization are standardized
  10. Mechanictic Model
    A structure characterized by high specialization, rigid departmentalization, a clear chain of control, narrow spans of control, a limited information network, and centralization
  11. Organic model
    A structure that is flat, uses cross-functional and cross-hierarchical teams, possesses a comprehensive information network, has wide spans of control and has low formalization
  12. Simple Structure
    An organizational design characterized by a low level of departmentalization, wide spans of control, authority centralized in a single person, and little formalization
  13. Bureaucracy
    An organizational design with highly routine operating tasks achieved through specialization, formalized rules and reregulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control, and decision makingthat follows the chain of command
  14. Matrix Structure
    An organizational design that combines functional and product departmentalization; it has a dual chain of command
  15. Team Structure
    The use of teams as the central device to coordinate work activities
  16. modular organization
    A small core organization that outsources major business functions
  17. Virtual Organization
    A continually evolving network of independent companies - suppliers, customers, even competitors - linked together to share skills, costs, and access to one another's market
  18. Boundaryless Organization
    An organization that seeks to eliminate the chain of command, have limitless pans of control and replace departments with emplowered teams.
  19. Innovation Strategy
    A strategy that emphasizes the introduction of major new products and services
  20. Cost- Minimization Strategy
    A strategy that emphasizes tight cost control, avoidance of unnecessary innovation or marketing expenses, and price cutting
  21. Imitation Strategy
    A strategy of moving into new products or ner markets only after their viability has already been proven
  22. Technology
    The way in which an organization transfers its inputs into outputs
  23. Environment
    those institutions or forces outside the organization that potentially affect the organization's performance

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