MGMT 301 FINAL CH. 9
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the vertical and horizontal configuration of departments, authority, and jobs within a company.
the collection of activities that transform inputs into outputs that customers value.
subdividing work and workers into separate organizational units responsible for completing particular tasks
organizing work and workers into separate units responsible for particular business functions or areas of expertise.
organizing work and workers into separate units responsible for producing particular products
organizing work and workers into separate units responsible for particular kinds of customers
organizing work and workers into separate units responsible for doing business in particular geographic areas
a hybrid organizational structure in which two or more forms of departmentalization, most often product and functional, are used together.
a form of matrix departmentalization in which managers in different parts of the matrix negotiate conflicts and resources
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
the right to give commands, take action, and make decisions to achieve organizational objections
Chain of Command
the vertical line of authority that clarifies who reports to whom throughout the organization
Unity of Command
workers should report to just one boss
Span of Management
number of subordinates reporting to a manager
the right to advise but not command others who are not subordinates in the chain of command
the right to command immediate subordinates in the chain of command
an activity directly contributing to creating or selling a firm's products/services
an activity that supports line activities
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
the obligation for the results
Centralization of Authority
Primary authority is held by upper management
significant authority is found in lower levels of the organization
solving problems by applying rules, procedures, and processes.
the number, kind, and variety of tasks that individual workers perform
a job composed of a small part of a larger task or process
periodically moving workers from one specialized job to another
increasing the number of different tasks performed by a worker in a particular job
adding more tasks and giving workers authority and control to make decisions
- Specialized responsibilities
- Precisely defined roles
- Centralized authority
- Vertical communication
- Broad jobs and responsibilities
- Loosely defined roles
- Decentralized authority
- Horizontal communication
Outsource non-core business activities to outside firms
part of a network to collectively serve customers
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