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| formally defined framework of task and authority relationships. The organization structure is analogous to the biological concept of skeletons. |
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| the general approaches the organization uses to acheive its organizational objectives. These approaches include market penetration, market development, product development, and diversification strategies. |
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| The legitimate right to use assigned resourses to accomplish a delegated task or objective; the right to give orders to exact obedience. |
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| The management practice of pushing decision-making authority down the chain of command to the individuals or groups responsible for carrying out tasks. |
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| The process of grouping jobs together on the basis of some common characteristics, such as production, client, location, or function. |
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| The number of subordinates who report to a superior. The span of control is a factor that affects the shape and height of an organization structure. |
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| Thee process of pushing downward the appropriate amount of decision-making authority. All organizations practice a certain degree of decentralization. |
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| The formal channel that defines authority, responsibility, and communication relationships from top to bottom |
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| Boundaryless Organization |
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| Where the formal structure characteristics such as span of control, departmentalization, and rigid chain of command is minimized or eliminated. |
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| A factor in departmentalization. Managers must be attuned to the social relationships in an organization and be careful not to create a departmental structure that creates disharmonies. |
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| Supply Chain Management (SCM) |
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Definition
| A company's efforts to organize and control its global sourcing. |
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| The degree to which an organization's expectations as to the means and ends of work are specified and written. |
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| Describes the location of decision-making authority in the organization's hierarchy; refers to the delegation of authority among the organization's jobs. |
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| Difference among jobs as the direct outgrowth of dividing work and creating departments. |
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| the process by which managers develop an organization's structure. |
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| An organization design in which there is differentiation of job task, rigid rules, and reliance on top-management objectives. |
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| An organization with a behavioral orientation, participation from all employees, and communication flowing in all directions. |
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| A design in which a project-type structure is imposed on a functional structure. |
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| Multidivisional Organization (M-Form) |
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| A high-performance organization form that allows highly interdependent operating units or divisions. |
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| A flexible, usually temporary set of alliances among disparate companies that have come together for a specific, single purpose |
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Definition
| the practice of one company contracting with another to provide products or services that are not part of the first company's core activities. |
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