MGMT Chap 9 Terms

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ndumas2
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143870
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MGMT Chap 9 Terms
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2012-03-26 01:55:32
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Terms for Chapter 9
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  1. authority
    the right to give commands, take action, and make decisions to achieve organizational objectives
  2. autonomy
    the degree to which a job gives workers the discretion, freedom, and independence to decide how and when to accomplish the job
  3. Centralization of authority
    the location of most authority at the upper levels of the organization
  4. Chain of command
    the vertical line of authority that clarifies who reports to whom throughout the organization
  5. Complex matrix
    a form of matrix departmentalization in which managers in different parts of the matrix report to matrix managers, who help them sort out conflicts and problems
  6. Customer departmentalization
    organizing work and workers into separate units responsible for particular kinds of customers
  7. decentralization
    the location of a significant amount of authority in the lower levels of the organization
  8. Delegation of authority
    the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible
  9. departmentalization
    subdividing work and workers into separate organizational units responsible for completing particular tasks
  10. Empowering workers
    permanently passing decision–making authority and responsibility from managers to workers by giving them the information and resources they need to make and carry out good decisions
  11. empowerment
    feelings of intrinsic motivation, in which workers perceive their work to have impact and meaning and perceive themselves to be competent and capable of self–determination
  12. feedback
    the amount of information the job provides to workers about their work performance
  13. Functional departmentalization
    organizing work and workers into separate units responsible for particular business functions or areas of expertise
  14. Geographic departmentalization
    organizing work and workers into separate units responsible for doing business in particular geographic areas
  15. Internal motivation
    motivation that comes from the job itself rather than from outside rewards
  16. Interorganizational process
    a collection of activities that take place among companies to transform inputs into outputs that customers value
  17. Intraorganizational process
    the collection of activities that take place within an organization to transform inputs into outputs that customers value
  18. Job characteristics model (JCM)
    an approach to job redesign that seeks to formulate jobs in ways that motivate workers and lead to positive work outcomes
  19. Job design
    the number, kind, and variety of tasks that individual workers perform in doing their jobs
  20. Job enlargement
    increasing the number of different tasks that a worker performs within one particular job
  21. Job enrichment
    increasing the number of tasks in a particular job and giving workers the authority and control to make meaningful decisions about their work
  22. Job rotation
    periodically moving workers from one specialized job to another to give them more variety and the opportunity to use different skills
  23. Job specialization
    a job composed of a small part of a larger task or process
  24. Line authority
    the right to command immediate subordinates in the chain of command
  25. Line function
    an activity that contributes directly to creating or selling the company’s products
  26. Matrix departmentalization
    a hybrid organizational structure in which two or more forms of departmentalization, most often product and functional, are used together
  27. Mechanistic organization
    an organization characterized by specialized jobs and responsibilities; precisely defined, unchanging roles; and a rigid chain of command based on centralized authority and vertical communication
  28. Modular organization
    an organization that outsources noncore business activities to outside companies, suppliers, specialists, or consultants
  29. Organic organization
    an organization characterized by broadly defined jobs and responsibility; loosely defined, frequently changing roles; and decentralized authority and horizontal communication based on task knowledge
  30. Organizational process
    the collection of activities that transform inputs into outputs that customers value
  31. Organizational structure
    the vertical and horizontal configuration of departments, authority, and jobs within a company
  32. Pooled interdependence
    work completed by having each job or department independently contribute to the whole
  33. Product departmentalization
    organizing work and workers into separate units responsible for producing particular products or services
  34. Reciprocal interdependence
    work completed by different jobs or groups working together in a back–and–forth manner
  35. reengineering
    fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance, such as cost, quality, service, and speed
  36. Sequential interdependence
    work completed in succession, with one group’s or job’ outputs becoming the inputs for the next group or job
  37. Simple matrix
    a form of matrix departmentalization in which managers in different parts of the matrix negotiate conflicts and resources
  38. Skill variety
    the number of different activities performed in a job
  39. Staff authority
    the right to advise, but not command, others who are not subordinates in the chain of command
  40. Staff function
    an activity that does not contribute directly to creating or selling the company’ products, but instead supports line activities
  41. standardization
    solving problems by consistently applying the same rules, procedures, and processes
  42. Task identity
    the degree to which a job, from beginning to end, requires the completion of a whole and identifiable piece of work
  43. Task interdependence
    the extent to which collective action is required to complete an entire piece of work
  44. Task significance
    the degree to which a job is perceived to have a substantial impact on others inside or outside the organization
  45. Unity of command
    a management principle that workers should report to just one boss
  46. Virtual organization
    an organization that is part of a network in which many companies share skills, costs, capabilities, markets, and customers to collectively solve customer problems or provide specific products or services

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