Org Psyc Exam 5 ch 14, 15 pt 2

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jax12
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Org Psyc Exam 5 ch 14, 15 pt 2
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2011-04-14 00:57:38
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Org Psyc Exam 5 ch 14, 15 pt 2
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  1. mission statement
    document describing an orgs overall direction and general goals.
  2. innovation labs
    physical facilities built as venues for employees to use when attempting to develop creative solutions.
  3. org. structure
    formal configuration b/t indivs and groups with respect to tasks, responsibilities and authority within an org.
  4. hierarchy of authority
    distinction b/t high level indivs and lower level indivs.
  5. downsizing
    restructuring workforces, seeking to eliminate waste.
  6. span of control
    number of people formally required to report to each indiv manager is immediately clear.
  7. wide span of control
    supervisors responsible for many indivs
  8. narrow span of control
    supervisors responsible for fewer indivs.
  9. division of labor
    many tastks to be performed within a company are divided into specialized jobs.
  10. line positions
    • have decision making power
    • various vice presidents and managers.
  11. staff positions
    • providing specialized srevices regarding testing and interviewing procedures and info about personnel discrimination
    • assitants
  12. decentralization
    • process of delegating power from higher to lower levels within orgs.
    • downsizing is in keeping with tendency toward decentralization.
  13. centralization
    tendency for a few powerful indivs or groups to hold most of the decision making power.
  14. departmentalization
    • organizing companies into coherent units.
    • production, sales, R&D, accounting
  15. functional organization
    most basic approach to departmentalization.
  16. product organization
    • creates self contained division which are responsible for everything to do with a certain product or group of products.
    • product group 1 - production, sales, R and D, accounting
    • product group 2 - etc...
  17. matrix organization
    • bype of org where an employee has to report to a functional manager and a product manager.
    • employees have two bosses.
  18. org. design
    process of coordinating the structural elements of organizations in the most appropriate manner.
  19. classical org. theory
    • a bureaucracy - clear set of rules, specialization of labor, highly routine tasks and highly impersonal working environment.
    • neoclassical org. theory
  20. neoclassical org theory
    economic effectivenss not the only goal of an industrial organization but also employee satisfaction.
  21. contingency approach to org. design
    idea that the best design for an org depends on the nature of the environment in which it operates.
  22. mechanistic organization
    • one that's stable in nature
    • people perform jobs that don't change much over the years.
  23. organic organization
    one that changes frequently making it likely that people will have to alter the nature of the job.
  24. vertical integration
    orgs that own their own suppliers and/or their own customers who purchase their products.
  25. team-based organizations
    orgs where work teams are organized such that each performs many different steps in the work process.
  26. contingency factors
    when an org adopts a strategy, it affects them in various ways.
  27. coordination mechanisms
    different ways of governing how things get done in an organization.
  28. intraorganizational designs
    arrangement of units within one organization.
  29. interorganizational designs
    plans where two or more orgs come together.
  30. boundaryless organization
    org where chains of command are eliminated, spans of control are unlimited and rigid departments give way to empowered teams.
  31. 2 types of boundaryless orgs
    • modular (networked) orgs
    • virtual orgs
  32. modular orgs
    businesses that outsource noncore functions to other companies while focusing on their own core business.
  33. virtual orgs
    orgs composed of a continually evolving network of companies linked together to share skills costs and access to markets.
  34. conglomerate
    adding an unrelated business or product to an org design.
  35. reasons for adding a conglomerate
    • parent company can enjoy benefits of diversification
    • conglomerates may provide built in markets and access to supplies
  36. strategic alliance
    type of org design where two or more separate firms join their competitive capabilities to operate a specific business.
  37. mutual service consortia
    • arrangements b/t two similar companies from the same industries to pool their resources to get a benefit too hard to get alone.
    • weak and distant
  38. value-chain partnerships
    • alliances b/t companies in different industries that have complementary capabilities.
    • strong and close
  39. joint ventures
    arrangements temporary or permanent where companies work together to fulfill opportunities that require the capabilities of the other.
  40. spinoff
    an entirely new company that's separate from the original parent org.

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