Flashcards in Chapter 15 Vocab Deck (28)
The way in which job tasks are formally divided, grouped, and coordinated.
The degree to which tasks in an organization are subdivided into separate jobs.
The basis by which jobs in an organization are grouped together.
Chain of Command
The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom.
The rights inherent in a managerial position to give orders and to expect the orders to be obeyed.
Unity of Command
The idea that a subordinate should have only one superior to whom he or she is directly responsible.
Span of Control
The number of subordinates a manager can efficiently and effectively direct.
The degree to which decision making is concentrated at a single point in an organization.
The degree to which jobs within an organization are standardized.
An organization structure characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization.
An organization structure with highly routine operating tasks achieved through specialization, very formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control, and decision making that follows the chain of command.
An organization structure that creates dual lines of authority and combines functional and product departmentalization.
A small, core organization that outsources major business functions.
An organization that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams.
A structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization.
A structure that is flat, uses cross-hierarchial and cross-functional teams, has low formalization, possesses a comprehensive information network, and relies on participative decision making.
A strategy that emphasizes the introduction of major new products and services.
A strategy that emphasizes tight cost controls, avoidance of unnecessary innovation or marketing expenses, and price cutting.
A strategy that seeks to move into new products or new markets only after their viability has already been proven.
The way in which an organization transfers its inputs into outputs.
Institutions or forces outside an organization that potentially affect the organization's performance.
What are the six key elements that define an organization's structure?
What is a bureaucracy, and how does it differ from a simple structure?
What is a matrix organization?
What are the characteristics of a virtual organization?
How can managers create a boundary less organization?
Why do organizational structures differ, and what is the difference between a mechanistic structure and an organic structure?