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The function of management that creates the organization's structure
When managers develop or change the organization's structure
What are the 6 key elements in organizational design?
- -Work specialization
- -authority and responsibility
- -span of control
- -centralization versus decentralization
Dividing work activities into separate job tasks; also called division of labor
How jobs are grouped together
There are five common forms of departmentalization
- -Functional departmentalization
- -product departmentalization
- -customer departmentalization
- -geographic departmentalization
- -process departmentalization
Groups employees based on work performed (eg.engineering, accouting..)
Groups employees based on major product areas in the corporation (eg. Women's footwear)
Groups employees based on customer's problems and needs (eg. wholesale, retail)
Groups employees based on location server (eg. north, south)
Groups employees based on the basis of work or customer flow (eg. testing, payment)
Teams made up of individuals from various deparments and that cross traditional departmental lines
Chain of command
The line of authority extending from upper organizational levels to lower levels, which clarifies who reports to whom
The rights inherent in a managerial position to give orders and expect the orders to be obeyed
An obligation to perform assigned duties
What are the different types of authority relationships?
- -Lines Authority
- -Staff Authority
Authority that entitles a manager to direct the work of an employee
Positions whith some authority that have been created to support, assist, and advise those holding line authority (eg. assistant)
Unity of command
the management principle that no person should report to more than one boss
An individual's capacity to influence decisions
Difference between authority and power?
Authority is a right. It goes along with an authority position and job. While power is an individual's capacity to influene decisions.
Span of control
The number of employees a manager can efficiently and effectively supervise.
The degree to which decision making takes place at upper levels of the organization
The degree to which lower-level managers provide input or actually make decisions
How standardized an orgatization's jobs are and the extent to which employee behavior is guided by rules and procedures.
A bureaucratic organization; a structure that's high in specialization, formalization, and centralization.
A structure that's low in specialization, formalization, and centralization
The production of items in units or small batches
described large-batch manugacturing
Continuous flow of products being produced
Which are traditional organizational designs?
- -Simple structure
- -functional structure
- -divisional structure
An organizational design with low departmentalization, wide spans of control, authority centralized in a single person, and little formalization. Used in small business
And organizational design that groups similar or related occupational specialities together
An organizational structure made up of separate business units or divisions
Which are comtemporary organizational designs?
- -Team structure
- -Matrix structure
- -Boundryless Structure
A structure in wich the entire organization is made up of work treams
A structure in which specialists from different functional departments are assigned to work on projects led by a project manager.
In side matrix structure is used. As structure in which employees continuosly work on projects
An organization whose design is not defined by, or limited to, boundaries imposed by a predifined structure.
An organization that consists of a small core of full time employees and outside specialists temporarily hired as needed to work o projects
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
An organization that has developed the capacity to continuosly learn, adapt, and change
The shared values, principles, traditions, and ways of doing things that influence the way organizational members act.
Organizational cultures in which the key values are deeply held and widely shared