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Bus 1201 > Chapter 10 > Flashcards

Chapter 10 Flashcards

1
Q

Define Formal Organization

A

The order and design of relationships within a company; consists of two or more common people working together with a common objective and clarity of purpose

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2
Q

Define division labour

A

The process of dividing work into separate jobs and assigning tasks to workers

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3
Q

Define Specialization

A

The degree to which tasks are subdivided into smaller jobs

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4
Q

Define departmentalization

A

The process of grouping jobs together so that similar or associated task and activities are coordinated

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5
Q

Define functional departmentalization

A

Departmentalization that is based on the primary functions performed within an organization unit

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6
Q

Define product departmentalization

A

Departmentalization that is based on the goods and services produced or sold by the organizational unit

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7
Q

Define process departmentalization

A

Departmentalization that is based on the production process used by the organizational unit

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8
Q

Define customer departmentalization

A

Departmentalization that is based on the primary type of customer served by the organizational unit

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9
Q

Define geographic departmentalization

A

Departmentalization that I based on the geographic segmentation of the organizational units

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10
Q

Define organizational charts

A

A visual representation of the structured relationships among tasks and the people given the authority to do those tasks

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11
Q

Define managerial hierarchy

A

The levels of the management within an organization; typically includes top, middle, and supervisory management

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12
Q

define chain o demand

A

The line of authority that extends from one level of an organizations hierarchy to the next from the top to bottom, and makes clear who reports to whim

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13
Q

define authority

A

Legitimate power, granted by the organizations and acknowledged by employees, that allows an individual to request action and expected compliances

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14
Q

define delegation of authority

A

The assignment of some degree of authority and authority to persons lower in the chain of command

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15
Q

define span of control

A

The number of employees a manager directly supervises also called span of management

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16
Q

Define Centralization

A

The degree to which formal authority is concentrated in one area or level of an organization

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17
Q

Define decentralization

A

The process of pushing decisions-making authority down the organizational hierarchy

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18
Q

Define mechanistic organization

A

An organizational structure that is characterized by a relatively high degree of job specialization, rigid departmentalization, many layers of management, narrow spans of control, centralized decision making, and a long chain of command

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19
Q

organic organization

A

an organization structure that is characterized by a relatively low degree of job specialization, loose departmentalization, few levels of management, wide spans of control, decentralized decision making, and a short chain of command

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20
Q

line organization

A

an organizational structure with direct, clear lines of authority and communication flowing from the top to the top managers down.

21
Q

line and staff organization

A

an organizational structure that includes both line and staff positioning

22
Q

line position

A

all positions in the organization directly concerned with producing goods and services and directly connected from top to bottom.

23
Q

staff position

A

positions in an organization held by individuals who provide the administrative and support services that line employees need to achieve the company’s goals

24
Q

matrix structure

A

an organizational structure that combines functional and product departmentalization by bringing together people from different functional areas of the organization to work on a special project

25
Q

committee structure

A

an organizational structure in which authority and responsibility are held by a group rather than an individual

26
Q

group cohesiveness

A

The degree to which a group members want to stay in the group and tend to resist outside influences

27
Q

work groups

A

group that share resources and coordinate efforts to help members better perform their individual jobs

28
Q

work teams

A

similar to work groups but also require the pooling of knowledge, skills, abilities, and resources to achieve a common goal

29
Q

problem solving teams

A

usually members of the same department who meet regularly to suggest ways to improve operations and solve specific problems

30
Q

self-directed work teams

A

teams without formal supervision that plan, select alternatives, and evaluate their own performances

31
Q

cross-functional team

A

members from the same organizational level but from different functional areas

32
Q

informal organization

A

the network of connections and channels of communication based on the informal relationships of individuals inside an organization

33
Q

re-engineering

A

the complete redesign of business structures and processes to improve operations

34
Q

virtual corporation

A

a network of independent companies linked by information technology to share skills, costs, and access to one another’s markets; allows the companies to come together quickly to exploit rapidly changing opportunities

35
Q

How does specialization lead to greater efficiency and consistency in production?

A

it leads to greater efficiency and consistency because the preform a limited number of tasks meaning they develop greater skill in doing that specific job resulting in a more consistent and faster output of items.

36
Q

What are 5 types of departmentalization

A 
functional departmentalization
product departmentalization
process departmentalization
customer departmentalization
geographical departmentalization
37
Q

What factors determine the optimal span of control

A

nature of the task- more complex the task the narrower the span of control

location of the workers- more locations the narrower span of control

ability of the managers to delegate responsibilities- greater ability to delegate, the wider the span of control

amount of interaction and feedback between workers and managers - more feedback and interaction required the narrower span of control

level of skill and motivation of the workers - higher skill and motivation the wider the span of control

38
Q

What are the primary characteristics of a decentralized organization

A
  • organization is very large
  • company is in a dynamic environment where quick, local decisions must be made
  • manager are willing to share power with their subordinates
  • employees are willing and able to take more responsibility
  • company s spread out geographically
39
Q

Why does the matrix structure have a dual chain of command

A

it has a dual chain of demand because they have complimentary strengths and weaknesses. it bring people together from different functional areas of the business to work on a project.

40
Q

what are the advantages of a matrix structure

A

Team work- by pooling resources it allows increased performance

Efficient - use of resources - use only the specialized staff instead of a large group

flexibility - can adapt quickly to changes

ability to balance conflicting objectives - customers want quality and predictable costs, organization wants high profits. these serve as focal points for directing activities

higher performance - people working on project may experience increased feeling of ownership, commitment and motivation.

41
Q

what is the difference between a work team and a work group

A

work groups share resources and coordinate efforts to help members better perform their individual duties and responsibilities

work team require coordination and collaboration. A pooling of knowledge, skills, abilities, and resources in a collective effort to obtain a goal

42
Q

identify and describe three types of work teams

A

problem solving - made up of employees from the same department, areas of expertise and same level of organizational hierarchy. they meet on a regular basis to share information and discuss ways to improve a specific area. they give ideas but don’t make the final decision.
self-directed - manage themselves, take responsibility of setting goals, planning and scheduling work activities, selecting team member and evaluating team performance
cross functional - made up of people from the same hierarchical level but from different areas of the organization. most common, work together until a problem s fixed or they complete a specific project.

43
Q

what are some ways to build a high-performance team?

A
  • employees willing to work together
  • team members should poses a variety of skills
  • must have clearly defined goals
  • practice good communication
  • critique ideas not the person coming up with them
  • have a skilled team leader
44
Q

What is the purpose of re-engineering

A

is to identify and abandonthe outdated rules and fyundamental assumptions that guide the current business operations

45
Q

What is the purpose of re-engineering

A

is to identify and abandon the outdated rules and fundamental assumptions that guide the current business operations

46
Q

What factors determine whether an organization should be mechanistic or organic

A

companies overall strategy
size of organization
type of technologies used
stability of its external invironment

47
Q

What factors determine whether an organization should be mechanistic or organic

A

companies overall strategy
size of organization
type of technologies used
stability of its external environment

48
Q

How does technology enable companies to organize as virtual corporations

A

it allows companies to get the moat qualified people for the job without paying them huge amounts of money to bring them to your location.

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