Management function that involves arranging and structuring work to accomplish the organization’s goals
organizing
The formal arrangement of jobs within an organization
organizational structure
The visual representation of an organization’s structure
organizational chart
Creating or changing an organization’s structure
organizational design
Dividing work activities into separate job tasks
work specialization
The basis by which jobs are grouped together
departmentalization
A work team composed of individuals from various functional specialties
cross-functional team
The line of authority extending from upper organizational levels to the lowest levels, which clarifies who reports to whom
chain of command
The rights inherent in a managerial position to tell people what to do and to expect them to do it
authority
Authority that entitles a manager to direct the work of an employee
line authority
Positions with some authority that have been created to support, assist, and advise those holding line authority
staff authority
The obligation or expectation to perform any assigned duties
responsibility
The management principle that each person should report to only one manager
unity of command
The number of employees a manager can efficiently and effectively manage
span of control
The degree to which decision making is concentrated at upper levels of the organization
centralization
The degree to which lower-level employees provide input or actually make decisions
decentralization
Giving employees more authority (power) to make decisions
employee empowerment
How standardized an organization’s jobs are and the extent to which employee behavior is guided by rules and procedures
formalization
An organizational design that’s rigid and tightly controlled
mechanistic organization
An organizational design that’s highly adaptive and flexible
organic organization
The production of items in units or small batches
unit production
The production of items in large batches
mass production
The production of items in continuous processes
process production
An organizational design with little departmentalization, wide spans of control, centralized authority, and little formalization
simple structure
An organizational design that groups together similar or related occupational specialties
functional structure
An organizational structure made up of separate, semiautonomous units of divisions
divisional structure
An organizational structure in which the entire organization is made up of work teams
team structure
An organizational structure that assigns specialists from different functional departments to work on one or more projects
matrix structure
An organizational structure in which employees continuously work on projects
project structure
An organization whose design is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure
boundaryless structure
An organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects
virtual organization
A temporary committee or team formed to tackle a specific short-term problem affecting several departments
task force (ad hoc committee)
Opening up the search for new ideas beyond the organization’s boundaries and allowing innovations to easily transfer inward and outward
open innovation
A work arrangement in which employees work at home and are linked to the workplace by computer
telecommuting
A workweek where employees work longer hours per day but fewer days per week
compressed workweek
A scheduling system in which employees are required to work a specific number of hours a week but are free to vary those hours within certain limits
flextime (flexible work hours)
The practice of having two or more people split a full-time job
job sharing
Temporary, freelance, or contract workers whose employment is contingent on demand for their services
contingent workers