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| the deployment of organizational resources to achieve strategic goals |
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| the framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated |
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| a visual representation of the company's organizational structure |
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| work specialization aka "division of labor" |
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| the degree to which organizational tasks are subdivided into separate jobs |
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| an unbroken line of authority that links all individuals in the organization and specifies who reports to whom |
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| refers to a clearly defined line of authority in the organization that include all employees |
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| the formal and legitimate right of the manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes |
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| authority is distinguished by three characteristics |
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Definition
1. It's vested in organizational positions, not people.
2. It's accepted by subordinates.
3. It flows down the vertical hierarchy. |
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| the duty to perform the task or activity as assigned |
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| the fact that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command |
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| the process managers use to transfer authority and responsibility to positions below them in the hierarchy |
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| a form of authority in which individuals in mgmt positions have the formal power to direct and control immediate subordinates |
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| a form of authority granted to staff specialists in their area of expertise |
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Definition
| the number of employees reporting to a supervisor; also called span of control |
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Definition
| has an overall narrow span and more hierarchical levels |
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| has a wide span, is horizontally dispersed, and has fewer hierarchical levels |
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| decision authority is located at the top of the organization |
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| decision authority is pushed downward to lower organization levels |
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Term
| In the US and Canada the trend over the past 20 years concerning centralization and decentralization has been... |
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Definition
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| factors that influence centralization/decentralization |
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Definition
1. greater change and uncertainty in the environment are usually associated with decentralization
2. the amount of centralization should fit the firm's strategy
3. in times of crisis of risk of company failure, authority may be centralized at the top |
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Definition
| the basis on which individuals are grouped into depts and depts into the total organization |
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| the grouping of positions into depts based on similar skills, expertise, and resource use |
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| an organization structure in which depts are grouped based on similar organizational outputs |
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Definition
combines aspects of both functional and divisional structures simultaneously in the same part of the organization
*has dual lines of authority |
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| those who report to two supervisors simultaneously |
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| the product or functional boss, responsible for one side of the matrix |
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Definition
| the overseer of both the product and functional chains of command, responsible for the entire matrix |
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| a group of employees from various functional depts that meet as a team to resolve mutual problems |
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| a group of participants from several functions who are permanently assigned to solving ongoing problems of common interest |
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| structure in which the entire organization is made up of horizontal teams that coordinate their activities and work directly with customers to accomplish the organization's goals |
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| virtual network structure |
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Definition
| an organization structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization |
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Definition
| the process by which a manufacturing company uses outside suppliers to provide large components of the product by a few workers |
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Definition
| the quality of collaboration across depts |
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| a temporary team or committee formed to solve a specific short-term problem involving several depts |
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Definition
| a temporary team or committee formed to solve a specific short-term problem involving several depts |
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Definition
| a person responsible for coordinating the activities or several depts on a full-time basis for the completion of a specific project |
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Definition
| the radical redesign of business processes to achiever dramatic improvements in cost, quality, service, and speed |
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Definition
| an organized group of related tasks and activities that work together to transform inputs into outputs and create value |
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