Term
| what are keys to success in global environment? |
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Definition
| Quality and competitiveness |
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Term
| What do the orginazation need to be designed for? |
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Definition
§so employees are committed to quality and customer satisfaction |
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Term
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Definition
−A process of structuring both human and physical resources to accomplish organizational objectives. |
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Term
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Definition
−The framework of jobs and departments that directs the behavior of individuals and groups towards achieving the organization’s objectives. |
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Term
| Key points for organizational structure |
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Definition
§Responsibility of management to develop an organizational structure that enhances overall strategy considering competition and environment.
§Organizational structure enables people to do their best work
§No single best organizational structure
§Strategy dictates structure-not reverse |
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Term
§4 DESIGN CRITERIA FOR ORGANIZATIONAL STRUCTURE: |
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Definition
1.Specialization of jobs,
2.Delegation of authority,
3.Departmentalization, and
4.Span of control |
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Term
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Definition
| Division of labor is required to reap the benefits that include: minimum training required for jobs consisting of only a few tasks, and economic gains obtained when employees become efficient |
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Term
−What contributions did Fredederick W. Taylor have for the scientific management movement?
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Definition
−Time and motion studies (to minimize efforts and maximize the output)
−Job specialization |
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Term
| What are the characteristics of craftsmanship |
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Definition
−high quality, expensive, low output |
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Term
| Characteristics of Teams and Quality Circles |
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Definition
−Problems with specialization led to QUALITY EMPHASIS.
−QUALITY produces PROFIT
−COMMITMENT produces QUALITY
JOY IN THE WORK and ADEQUATE COMPENSATION produce COMMITMENT. |
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Term
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Definition
−A group of employees working closely towards common objectives.
In a team set-up, managers become team leaders |
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Term
| What is a QUALITY CIRCLES |
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Definition
| A small group of people, usually fewer than 10, who do similar work and meet about once a week to discuss their work, identify problems, and present possible solutions |
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Term
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Definition
Managers delegate certains tasks to others, simply because one person cannot get all the work done.
When delegating authority, managers must weigh the pros and cons of decentrilization and centralization and strike an appropriate balance for the organization |
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Term
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Definition
| The process of distributing authority throughout the organization i.e. delegating an organization member (typically a manager) the right to make decision independently |
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Term
| Advantages of decentralization: |
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Definition
| development of decision-making skills, motivation to perform because advancement is linked to performance, more autonomy leading to an increased job satisfaction, increase in profits |
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Term
Disadvantages of decentralization
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Definition
−costly management training, need to employ highly paid managers, extensive planning and reporting procedures, time-consuming and fear-inducing methods to measure accountability of managers. |
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Term
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Definition
The process of retaining authority in the hands of high-level managers.
Balance between what to centralize and what to decentralize is the key |
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Term
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Definition
| : Giving employees who are responsible for hands-on production/service activities the authority to make decisions or take actions without prior approval |
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Term
| Characteristics of Empowerement |
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Definition
−The goal is to build a work environment that motivates the employees from within through pride in workmanship.
−Essential to make a total commitment to continuous quality improvement. |
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Term
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Definition
| The formal command defining the lines of authority from top to bottom. |
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Term
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Definition
| are in the direct chain of command |
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Term
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Definition
| they facilitate/provide advice to line positions |
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Term
| what is departmentalization |
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Definition
−The process of grouping jobs according to some logical arrangement. |
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Term
| what is bases departementalization |
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Definition
−The process of grouping jobs according to some logical arrangement. |
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Term
| what is functional departementalization |
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Definition
| : grouping jobs according to the org. functions |
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Term
| what is product departmentalization |
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Definition
−grouping jobs associated with a product/product line |
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Term
| what is customer departmentalization |
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Definition
| : grouping jobs in order to serve customers’ needs |
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Term
| what is geographic departmentalization |
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Definition
| grouping jobs based on defined territories |
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Term
| what is mixed departmentalization |
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Definition
−grouping jobs using more than one basis |
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Term
| what is process organization |
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Definition
−: basing performance objectives on meeting customer needs and identifying the processes that meet those needs. |
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Term
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Definition
−The number of people who report to one manager/supervisor.
−The objective is to determine the optimal span of control, wide/narrow.
−Wide span (Flat organization), Narrow span (Tall organization)
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Term
| Factors that help determine the span of control |
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Definition
−The competence of both the manager and the subordinates
−The degree of interaction required among the units to be supervised
−The extent to which the manager must do the nonmanagerial jobs
−The relative similarity/dissimilarity of the jobs being supervised
−The extent of stadardized procedures
−The degree of physical dispersion |
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Term
| what do dimensions of organizational structure do? |
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Definition
§ they enable managers to describe and understand the organizations’ structure and measure differences between different organizations. |
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Term
| what are the 3 main dimensions |
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Definition
§3 dimensions are:
1.Formalization
2.Centralization
3.Complexity |
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Term
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Definition
−The extent to which an organization’s communications and procedures are written down and filed. |
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Term
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Definition
| The number of different job titles and departments |
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Term
| what are the 2 extreme models of organizational design |
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Definition
1.The mechanistic model
2.The organic model |
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Term
| what is THE MECHANISTIC MODEL |
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Definition
−A rigid org. model that attempts to achieve production and efficiency through rules, specialized jobs, and centralized authority |
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Term
| what is the organic model |
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Definition
−An org. model that seeks to maximize flexibility and adaptability, while emphasizing greater utilization of human potential and deemphasizing specialization of jobs, status, and rank |
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Term
| what is the matrix organization |
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Definition
−A cross-functional org. design that creates multiple lines of authority and places people in teams to work on tasks for a finite period of time. |
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Term
| what are the advantages of the matrix oraganization |
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Definition
| maintains coordination in complex and uncertain environments, efficient use of a specialized staff, facilitates interaction between technical specialists, shifts top-level management’s focus to planning, and encourages individual growth/development |
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Term
| what are the disadvantages of the matrix organization |
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Definition
−highly bureaucratic, creates confusion due to multiple lines of authority, conflicting demands on subordinates, power struggle among managers, costly because of the need for additional managers/staff |
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Term
| what are other forms of organizational matrix? |
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Definition
multidivisional organization
network org
the complete org
virtual corporation |
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Term
| what is mutidivisional organization |
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Definition
−A high-performance org. with partially interdependent operating units/divisions |
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Term
| what is organizational matrix |
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Definition
−A flexible, sometimes temporary, relationship between manufacturers, buyers, suppliers, even customers. |
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Term
| what is virtual corporation |
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Definition
−A temporary network of independent organizations linked by information technology to exploit fast-changing opportunities |
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Term
| what are the characteristics of complete organization |
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Definition
üPolicy made by leadership with the consent of the governed
üRequirements provided in a way everyone understands
üEveryone keeps learning due to the availability of info and freedom of choice
üPerformance measurement based on a culture of consideration Organization’s purpose is to help individuals be successful in their lives |
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Term
| what are the future organizations |
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Definition
üLean
üFlexible
üResponsive
üCompetitive
üFlatter
üDecentralized
üCustomer Oriented |
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