MGMT 301 FINAL CH. 9

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nlle
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MGMT 301 FINAL CH. 9
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2010-11-30 21:58:05
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MGMT FINAL CH. 9
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  1. Organizational Structure
    the vertical and horizontal configuration of departments, authority, and jobs within a company.
  2. Organizational Process
    the collection of activities that transform inputs into outputs that customers value.
  3. Departmentalization
    subdividing work and workers into separate organizational units responsible for completing particular tasks
  4. Functional Departmentalization
    organizing work and workers into separate units responsible for particular business functions or areas of expertise.
  5. Product Departmentalization
    organizing work and workers into separate units responsible for producing particular products
  6. Customer Departmentalization
    organizing work and workers into separate units responsible for particular kinds of customers
  7. Geographic Departmentalization
    organizing work and workers into separate units responsible for doing business in particular geographic areas
  8. Matrix Departmentalization
    a hybrid organizational structure in which two or more forms of departmentalization, most often product and functional, are used together.
  9. Simple Matrix
    a form of matrix departmentalization in which managers in different parts of the matrix negotiate conflicts and resources
  10. 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
  11. Authority
    the right to give commands, take action, and make decisions to achieve organizational objections
  12. Chain of Command
    the vertical line of authority that clarifies who reports to whom throughout the organization
  13. Unity of Command
    workers should report to just one boss
  14. Span of Management
    number of subordinates reporting to a manager
  15. Staff Authority
    the right to advise but not command others who are not subordinates in the chain of command
  16. Line Authority
    the right to command immediate subordinates in the chain of command
  17. Line function
    an activity directly contributing to creating or selling a firm's products/services
  18. Staff Function
    an activity that supports line activities
  19. Delegation of Authority
    • the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible
    • But it doesn't delegate accountability
  20. Accountability
    the obligation for the results
  21. Centralization of Authority
    Primary authority is held by upper management
  22. Decentralization
    significant authority is found in lower levels of the organization
  23. Standardization
    solving problems by applying rules, procedures, and processes.
  24. Job Design
    the number, kind, and variety of tasks that individual workers perform
  25. Job Specialization
    a job composed of a small part of a larger task or process
  26. Job Rotation
    periodically moving workers from one specialized job to another
  27. Job Enlargement
    increasing the number of different tasks performed by a worker in a particular job
  28. Job Enrichment
    adding more tasks and giving workers authority and control to make decisions
  29. Mechanistic Organizations
    • Specialized responsibilities
    • Precisely defined roles
    • Centralized authority
    • Vertical communication
  30. Organic Organizations
    • Broad jobs and responsibilities
    • Loosely defined roles
    • Decentralized authority
    • Horizontal communication
  31. Modular Organization
    Outsource non-core business activities to outside firms
  32. Virtual Organizations
    part of a network to collectively serve customers

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