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Flashcards in Chapter 10 Deck (34)
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1
Q

Formal organization

A

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

2
Q

Division of labour

A

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

3
Q

Specialization

A

The degree to which tasks are subdivided into smaller jobs

4
Q

Departmentalization

A

The process of grouping jobs together so that similar or associated tasks and activities can be grouped together

5
Q

Functional departmentalization

A

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

6
Q

Product departmentalization

A

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

7
Q

Process departmentalization

A

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

8
Q

Customer departmentalization

A

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

9
Q

Geographic departmentalization

A

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

10
Q

Organization chart

A

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

11
Q

Managerial hierarchy

A

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

12
Q

Chain of command

A

The line of authority that extends from one level of an organization’s hierarchy to the next, from top to bottom, and make clear who reports to whom

13
Q

Authority

A

Legitimate power, granted by the organization and acknowledge by employees, that allows an individual to request action and expect compliance

14
Q

Delegation of authority

A

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

15
Q

Span of control

A

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

16
Q

Centralization

A

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

17
Q

Decentralization

A

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

18
Q

Mechanistic organization

A

An organizational structure that is characterized by 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

19
Q

Organic organization

A

An organizational 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

20
Q

Line organization

A

An organizational structure with direct, clear lines of authority and communication flowing from the top managers downward

21
Q

Line-and-staff organization

A

An organizational structure that includes both line and staff positions

22
Q

Line positions

A

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

23
Q

Staff positions

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 (project management)

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 group members want to stay in the group and tend to resist outside influences

27
Q

Work groups

A

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

28
Q

Work teams

A

Like a work group, but also requires 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-managed work teams

A

Teams without formal supervision that plan, select alternatives, and evaluate their own performance

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