GMS Chap 8 Flashcards Preview

GMS 200 > GMS Chap 8 > Flashcards

Flashcards in GMS Chap 8 Deck (43):
1

Organizing


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

2


Organization Structure


A system of tasks, reporting relationships, and comunication linkage

3


Departmentalization


The process of grouping people and jobs into work units

4


Functional structure


Group togather people with similar skills who perform similar tasks

5


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

6

Disadvantages of functional structures


- difficulty to pinpoint responsabilities

- Functional chimney

- common purpose get lost to self centered and narrow view points

7

Functional Chemney problem


Lack of comunication and coordination accross functions

8

Divisional Structure

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

9

Divisional Structure:
Product structure


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

10

Divisional Structure:

Geographical structure

groups togather people and jobs performed in the same location

 

11

Divisional structure:
Customer Structure


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

12


Divisional Structure:

Process structure


Groups jobs and activities that are part of the same processes

13

Work Process


Group of related tasks that togather creat a valuable work product

14

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

15

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

16

Matrix Structure


Combines functional and divisional approaches to emphasize project or program teams

17


Advantages of matrix structure


- Better cooperation accross function

- Improved decision making

- increase flexibility

- better customer service

Improved strategic management

18

Disadvantages of matrix structures

- susceptible to power struggles

- creat task confusion and conflicting work priorities

 

19

Team Structure


Use permanant and temporary cross functional teams to improve lateral relations

20


Cross-functional team


Brings togather members from different functional departments

21


Project Team


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

22

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

23


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

 

24


Network Structure


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

25


Advantages of Network structure


- Fewer internal employee and less complex internal system

 

26


Boundaryless Organization


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

27

Virtual organization

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

 

28


Orgazitional design


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

29


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

30

Organic Design


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

31


Adaptative Organization


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

32

Subsystem

a work unit or smaller componant within an organization

33


Organizational Design


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

34


subsystem differenciation


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

35


Subsystem Integration


the level of coordination achieved among organization's internal componant

36

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

 

37

Chain of command

Links all persons with successively higher levels of authority

 

38

Span of control

The number of subordinate directly reporting to the manager

39


Delegation


 the process of distributing and entrusting work to other persons

40


Empowerment


Allowes others to make decisions and exercise discretion in their work

41


Centralization


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

42

Decentralization


dispersion of authority to make decisions throughout all organization levels

43


Staff positions


Provide technical expertise for other parts of the organization