Term
| organization structure and design |
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Definition
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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Definition
| 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
| 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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| 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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Definition
| process of grouping jobs according to some logical arrangement |
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| functional departmentalization |
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Definition
| grouping jobs involving same or similar activities |
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| product departmentalization |
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Definition
| grouping activities around products or product groups |
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| customer departmentalization |
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Definition
| 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
| 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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| power that has been legitimized by the organization |
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| process by which a manager assigns a portion of his or her total workload to others |
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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
when the output of one unit becomes the input for another in sequential fashion ex: Nissian, assembly line..plant.. |
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| reciprocal interdependence |
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Definition
when activies flow both ways between units ex: hotel business |
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Term
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Definition
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
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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Term
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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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| extent to which the organization is broken down into subunits |
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| degree to which the various subunits must work together in a coordinated fashion |
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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
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
| an arrangement based on the functional approach to deparmentalization |
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Term
| conglomerate (H-form) design |
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Definition
| used by an organization made up of a set of unrelated businesses |
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Definition
| based on two overlapping bases of departmentalization |
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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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Definition
one that has little or no formal structure
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Definition
| 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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