Ch 15 Final Review Flashcards
(22 cards)
The way in which job tasks are formally divided, grouped, and coordinated
Organizational Structure
The degree to which tasks in an organization are subdivided into separate jobs
Work Specialization (division of labor)
The basis by which jobs in an organization are grouped together
Departmentalization
The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom
Chain of Command
The rights inherent in a managerial position to give orders and to expect the orders to be obeyed
Authority
The idea that a subordinate should have only one superior to whom he or she is directly responsible
Unity of Command
The number of subordinates a manger can efficiently and effectively direct
Span of control
The degree to which decision making is concentrated at a single point in an organization
Centralization
The degree to which jobs within an organization are standardized
Formalization
An organization structure characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization
Simple Structure
An organization structure with highly routine 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
Bureaucracy
An organization structure that creates dual lines of authority and combines functional and product departmentalization
Matrix Structure
A small, core organization that outsources major business functions
Virtual Organization
An organization that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams
Boundaryless Organization
What are four effective strategies for downsizing?
1) Investment
2) Communication
3) Participation
4) Assistance
A structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization
Mechanistic Model
A structure that is flat, uses cross-hierarchical and cross-functional teams, has low formalization, possesses a comprehensive information network, and relies on participative decision making
Organic Model
A strategy that emphasizes the introduction of major new products and services
Innovation Strategy
A strategy that emphasizes tight cost controls, avoidance of unnecessary information or marketing expenses, and price cutting
cost-minimization strategy
A strategy that seeks to move into new products or new markets only after their viability has already been proven
Imitation Strategy
The way in which an organization transfers its inputs into outputs
Technology
Institutions or forces outside an organization’s performance
Environment
