10. Designing organizational structure Flashcards Preview

Introduction to Business Administration > 10. Designing organizational structure > Flashcards

Flashcards in 10. Designing organizational structure Deck (28)
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1
Q

Organizing

A

arranging and structuring work to accomplish an organization’s goals.

2
Q

Organizational Structure

A

the formal arrangement of jobs within an organization.

3
Q

Organizational chart

A

the visual representation of an organization’s structure.

4
Q

Organizational Design

A

a process involving decisions about six key elements:

  • Work specialization
  • Departmentalization
  • Chain of command
  • Span of control
  • Centralization and - decentralization
  • Formalization
5
Q

Work specialization

A

dividing work activities into separate job tasks.
(Overspecialization can result in human diseconomies such as boredom, fatigue, stress, poor quality, increased absenteeism, and higher turnover.)

6
Q

Departmentalization

A

the basis by which jobs are grouped together.

7
Q

Cross-functional team

A

a work team composed of individuals from various functional specialties.

8
Q

Chain of command

A

the continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization—clarifies who reports to whom.

9
Q

Authority

A

the rights inherent in a managerial position to tell people what to do and to expect them to do it.

10
Q

Acceptance theory of authority

A

the view that authority comes from the willingness of subordinates to accept it

11
Q

Line authority

A

authority that entitles a manager to direct the work of an employee

12
Q

Staff authority

A

positions with some authority that have been created to support, assist, and advise those holding line authority

13
Q

Responsibility

A

the obligation or expectation to perform.

14
Q

Unity of command

A

the management principle that each person should report to only one manager.

15
Q

Span of control

A

the number of employees who can be effectively and efficiently supervised by a manager.

16
Q

Centralization

A

the degree to which decision-making is concentrated at the upper levels of the organization.

17
Q

Decentralization

A

the degree to which lower-level employees provide input or actually make decisions.

18
Q

Employee empowerment

A

giving employees more authority (power) to make decisions.

19
Q

Formalization

A

the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures.

  • Highly formalized jobs offer little discretion
  • Low formalization means fewer constraints on how employees do their work.
20
Q

Mechanistic organization

A

an organizational design that’s rigid and tightly controlled.

21
Q

Organic organization

A

an organizational design that’s highly adaptive and flexible.

22
Q

Unit production

A

single units or small batches

23
Q

Mass production

A

large batches of output

24
Q

Process production

A

continuous process of outputs.

25
Q

Simple structure

A

an organizational design with low departmentalization, wide spans of control, centralized authority, and little formalization.

26
Q

Functional structure

A

an organizational design that groups together similar or related occupational specialties.

27
Q

Divisional structure

A

an organizational structure made up of separate, semiautonomous units or divisions.

28
Q

six key elements in organizational design.

A
  • Work specialization
  • Chain of command
  • Span of control
  • Departmentalization
  • Centralization-decentralization
  • Formalization