Chapter8 Flashcards Preview

GMS200 > Chapter8 > Flashcards

Flashcards in Chapter8 Deck (43):
2

Organizing

The process of arranging people and resources to work toward a goal

3

Organization Structure

A system of tasks, reporting relationships, and comunication linkage

4

Departmentalization

The process of grouping people and jobs into work units

5

Functional structure

Group togather people with similar skills who perform similar tasks

6

5 Adventages of Functional Structure

- Economies of scale with efficient use of resources - Task assignment consistant with expertise and training - high quality technical pb solving - in depth training and skill dvt within function - Clear career path within function

7

Disadvantages of functional structures

- difficulty to pinpoint responsabilities - Functional chimney - common purpose get lost to self centered and narrow view points

8

Functional Chemney problem

Lack of comunication and coordination accross functions

9

Divisional Structure

Groups togather people working on the same product, area, customer, or processes

10

Divisional Structure: Product structure

Groups togather people and jobs focused on a single product or service

11

Divisional Structure: Geographical structure

groups togather people and jobs performed in the same location  

12

Divisional structure: Customer Structure

Groups togather people and jobs that serve the same customer or client

13

Divisional Structure: Process structure

Groups jobs and activities that are part of the same processes

14

Work Process

Group of related tasks that togather creat a valuable work product

15

Advantages of divisional structure

- Flexible in respence to environment changes - Improve coordination across functional departments - clear point of responsability - Experties focused on spé customer, product and region - Greater ease in changing size

16

Disadvantages of divisional structures

- reduce economies of scale + increase cost through duplication - creat unhealthy rivalries - emphesis on division need to the detriment of the goal of the organization

17

Matrix Structure

Combines functional and divisional approaches to emphasize project or program teams

18

Advantages of matrix structure

- Better cooperation accross function - Improved decision making - increase flexibility - better customer service Improved strategic management

19

Disadvantages of matrix structures

- susceptible to power struggles - creat task confusion and conflicting work priorities  

20

Team Structure

Use permanant and temporary cross functional teams to improve lateral relations

21

Cross-functional team

Brings togather members from different functional departments

22

Project Team

Are convened for a particular task or peoject and disband once it is completed

23

Advantages of team structure

- eliminates dificulties with comunication and decision making - breakdown barriers between departments - boost moral - improve speed and quality of decisions in many situations

24

Disadvantage of team structure

- conflicting loyalties for person with both team and functional assignment - time management and group process - depend on interpersonal relations, group dinamic, and team management  

25

Network Structure

Uses IT to ling with network of outside supplier and service contractors

26

Advantages of Network structure

- Fewer internal employee and less complex internal system  

27

Boundaryless Organization

Eliminates internal boundaries among subsystem and external boundaries with the external environment

28

Virtual organization

 Extreme form of boundariless organization. It uses IT and internet to engage a shifting network of strategic alliances  

29

Orgazitional design

The process of choosing and implementing structure to accomplish the organization's mission and objectives

30

Mechanistic design

Highly bureaucratic, it is centralized, with many rules and procedures, a clear cut division of labour narrow span of control and formal coordination

31

Organic Design

Use horizontal structure with decentralized authority, fewer rules and procedures, open divisions of labour, wide span of control, more personal coordination

32

Adaptative Organization

Operates with a minimum of bureaucratic features and encourages worker empowerment and teamwork

33

Subsystem

a work unit or smaller componant within an organization

34

Organizational Design

Creat subsystem and coordinate relationships among them so that the entire organization's interests are best met

35

subsystem differenciation

the degree of difference that exist between the internal componant of the organization

36

Subsystem Integration

the level of coordination achieved among organization's internal componant

37

Trends in organizational design

- Fewer levels of management (shorter chain of command and biger span of control) - More delegation and empowerment - decentralization with centralization - Reduced use of staff  

38

Chain of command

Links all persons with successively higher levels of authority  

39

Span of control

The number of subordinate directly reporting to the manager

40

Delegation

 the process of distributing and entrusting work to other persons

41

Empowerment

Allowes others to make decisions and exercise discretion in their work

42

Centralization

concentration of authority for most decisions at the top level of an organization

43

Decentralization

dispersion of authority to make decisions throughout all organization levels

44

Staff positions

Provide technical expertise for other parts of the organization