Term
| organization structure and design |
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Definition
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set of elements taht can be used to configure an organization this introduces and describes these elements: job specializtion, departmentalization, reporting relationships, distribution of authority, and coordination
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degree to which the overall task of the organiztion is broken down and divided into smaller component parts
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alternative to job specialization that involves systematically moving employees from one job to another
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alternative to job specialization that involves giving the employee more tasks to perform
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alternative to job specialization that involves increasing both the number of tasks the worker does and the control the worker has over the job
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Term
| job characteristics approach |
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Definition
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alternative to job specialization that suggests that jobs should be diagnosed and improved along five core dimensions, taking into account both the work system and employee preferences
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Definition
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alternative to job specialization that allows an entire group to design the work system it will use to perform an interrelated set of tasks
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Term
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process of grouping jobs according to some logical arrangement
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Term
| functional departmentalization |
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Definition
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grouping jobs involving same or similar activities
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Term
| product departmentalization |
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Definition
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grouping activities around products or product groups
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Term
| customer departmentalization |
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Definition
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grouping activities to respond to and interact w/ specific customers or customer groups
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Term
| local departmentalization |
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Definition
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grouping jobs on the basis of defined geographic sites or areas
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a clear and distinct line of authority among the positions in an organization
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number of people who report to a particular manager
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Definition
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power that has been legitimized by the organization
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Definition
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process by which a manager assigns a portion of his or her total workload to others
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Definition
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process of systematically delegating power and authority throughout the organziation to middle and lower-level managers
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process of systematically retaining power and authority in the hands of higher-level managers
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process of linking the activities of the various departments of the organization
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when units operate w/ little interaction, their output is simply pooled lowest level or interdependence ex: Gap
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Term
| sequential interdependence |
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Definition
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when the output of one unit becomes the input for another in sequential fashion ex: Nissian, assembly line..plant..
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Term
| reciprocal interdependence |
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Definition
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when activies flow both ways between units ex: hotel business
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Term
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Definition
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model of organization design based on legitimate and formal system of authority 5 characteristics p. 169
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Term
| situational view of organization |
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Definition
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situational factors play a role determining the best organization design for any particular circumstance includes: technology, environment, size and organizational life cycle
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Definition
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conversion of processes used to transform inputs into outputs
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similar to bureaucratic model, most frequently found in stable environments
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very flexible and informal model or organiztion design, most often found in unstable and unpredictable environments
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Definition
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extent to which the organization is broken down into subunits
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Definition
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degree to which the various subunits must work together in a coordinated fashion
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Definition
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total number of full-time or full-time equivalent employees
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Term
| organizational life cycle |
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Definition
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progression through which orgainzations evolve as they grow and mature marketing*
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Term
| functional (U-form) design |
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Definition
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an arrangement based on the functional approach to deparmentalization
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Term
| conglomerate (H-form) design |
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Definition
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used by an organization made up of a set of unrelated businesses
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based on two overlapping bases of departmentalization
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Definition
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an approach to organization design that relies most exclusively on project-type teams with little or no underlying functional heirarchy
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one that has little or no formal structure
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one that works to faciliate the lifelong learning and personal development of all of its employees while continually transforming itself to resond to changing demands and needs
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