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Definition
| the order and design of relationships within a firm; consists of 2 or more ppl working togther with a common objective and clarity of purpose. |
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Definition
| the process of dividing work into separate jobs and assigning tasks to workers |
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Definition
| the degree to which tasks are subdivided into smaller jobs |
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Definition
| the process of grouping jobs together so that similar or associated tasks and activities can be coordinated |
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Term
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Definition
| a visual representation of the structured relationships among tasks and the ppl given the authority to do those tasks |
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Term
| functional departmentalization |
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Definition
departmentalization that is based on the primary functions performed within an organizational unit
(marketing, finance, production, sales,....) |
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Term
| product departmentalization |
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Definition
departmentalization that is based on the goods or services produced or sold by the organizational unit
(outpatient/emergency services, pediatrics, cardiology...) |
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Term
| process departmentalization |
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Definition
departmentalization that is based on the production process used by the organizational unit
(lumber cutting and treatment, furniture finishing, shipping) |
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Term
| customer departmentalization |
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Definition
dep. that is based on the primary type of customer served by the organizational unit.
(wholesale or retail purchasers) |
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Term
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Definition
dep. that is based on the geographic segmentation of the organizational units
(U.S and Canadian markets, European marketing, south American marketing) |
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Term
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Definition
| an organizational structure with direct, clear lines of authority and communication flowing from the top managers downward. |
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Term
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Definition
| an org. structure that includes both line and staff postions |
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Term
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Definition
| all positions in the org. directly concerned with producing goods and services and that directly connected from top to bottom |
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Term
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Definition
| positions in an org. held by individuals who provide the administrative and support services that line employees need to achieve the firms goals |
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Term
| matrix structure (project management) |
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Definition
| an org. structure that combines functional and product dep. by bringing together people from diff. functional areas of the organization to work on a special project. |
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Term
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Definition
| an org. structure in which authority and responsibility are held by a group rather than an individual |
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Term
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Definition
| the degree to which group members want to stay in the group and tend to resist outside influences |
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Term
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Definition
| the groups that share resources and coordinate efforts to help members better perform their individual jobs |
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Term
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Definition
| like a work group but also requires the pooling of knowlege, skills, abilities, and resources to acheive a common goal |
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Term
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Definition
| usually members of the same department who meet regularly to suggest ways to improve operations and solve specific problems |
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Term
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Definition
| teams without formal supervision that plan, select alternatives, and evaluate their own perormance |
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Term
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Definition
| members from the same org. level but from diff functional area |
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Definition
| the levels of managment within an organization; typically includes top, middle, and supervisory management. |
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Definition
| the line of authority that extends from one level of an organization's hierarchy to the next, from top to bottom, and makes clear who reports to whom. |
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Term
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Definition
| legitimate power, granted by the organization and acknowleged by employees, that allows and individual to request action and expect compliance |
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Definition
| the assignment of some degree of authority and responsibility to persons lower in the chain of command |
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Term
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Definition
| the number of employees a manager directly supervises; also called span of management |
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Definition
| the degree to which formal authority is concentrated in one area or level of an organization. top managment makes most of the decisions |
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Term
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Definition
| the process of pushing decision making authority down the organizational hierarchy |
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Term
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Definition
| an org. structure that is characterized by a relatively high degree of job specialization, rigid departmentalization, narrow spans of control, centralized decision making, and long chain of command. (Military, hospitals) |
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Term
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Definition
| an Org. structure that is characterized by a relatively low degree of job specialization, loose departmentalization, few levels of managment, wide spans of control, decentralized decision making, and a short chain of command. (google) |
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Term
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Definition
| the network of connections and channels of communication based on the informal relationships of individuals inside an organization. (grape vine) |
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Term
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Definition
| the complete redesign of business structures and processes in order to improve operations |
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Term
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Definition
| a network of independant companies linked by information technology to share skills, costs, and access to one another's markets; allows the companies to come together quickly to exploit rapidly changing opportunities. |
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Term
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Definition
Advantages: -high degree of control
-fewer subordinates may mean manager is more familiar with each individual
-close supervision can provide immediate feedback
Disadvantages: -more levels of management, more expensive
-slower decision making due to vertical layers
-isolation of top management
-discourages employee autonomy |
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Term
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Definition
Advantages: -fewer levels of management=lower costs
-increased subordinates=faster decision making
-greater org. flexibility
-higher levels of job satisfaction due to employee empowerment
Disadvantages: -less control
-possible lack of familiarity due to large number of ppl.
-mangagers spread so thin that they cant provide necessary leadership or support.
-lack of coordination or synchronization. |
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