Term
| Organization Structure and design |
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Definition
| The set of elements that can be used to configure an organization |
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Definition
| the degree to which the overall task of the organization is broken down into smaller component parts |
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Definition
| an alternative to job specialization that involves systematically moving employees from one job to another |
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Definition
| an alternative to job specialization that involves giving the employee more tasks to perform |
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Definition
| an alternative to job specialization that involves increasing both the number of tasks the worker does and the control the worker has over the job. |
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Term
| job characteristics approach |
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Definition
| an alternative to job specialization that suggests that jobs should be diagnosed and improved along 5 core dimensions, taking into account both the work system and employee preferences |
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Term
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Definition
| an alternative to job specialization that allows an entire group to design the work system it will use to perform an interrelated set of tasks. |
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Term
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Definition
| the process of grouping jobs according to some logical arrangement |
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Term
| functional departmentalization |
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Definition
| grouping jobs that involve the same or similar activities |
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Term
| product departmentalization |
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Definition
| grouping activities around products or product groups |
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Term
| customer departmentalization |
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Definition
| grouping activities to respond to and interact with specific customers or customer groups |
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Term
| location departmentalization |
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Definition
| grouping jobs on the basis of defined geographic sites or areas |
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Term
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Definition
| a clear and distinct line of authority among the positions in an organization |
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Term
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Definition
| the number of people who report to a particular manager |
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Term
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Definition
| power that has been legitimized by the organization |
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Term
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Definition
| the process by which a manager assigns a portion of his or her total workload to other |
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Term
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Definition
| the process of systematically delegating power and authority throughout the organization to middle and lower level managers |
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Term
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Definition
| the process of systematically retaining power and authority in the hands of higher level managers |
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Term
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Definition
| the process of linking the activities of the various departments of the organization |
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Term
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Definition
| a form of interdependence in which units operate with little interaction, and their output is simply pooled |
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Term
| sequential interdependence |
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Definition
| a form of interdependence in which the output of one unit becomes the input for another in sequential fashion |
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Term
| reciprocal interdependence |
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Definition
| a form of interdependence in which activities flow both ways between units |
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Term
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Definition
| a model of organization design based on a legitimate and formal system of authority |
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Term
| situational view of organization design |
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Definition
| a view of organization design that is based on the assumption that the optimal design for any given organization depends on a set of relevant situational factors. |
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Term
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Definition
| conversion process used to transform inputs into outputs |
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Term
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Definition
| an organization design that is similar to the bureaucratic model but is most frequently found in stable environments |
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Term
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Definition
| a very flexible and informal model of organization design, most often found in unstable and unpredictable environments |
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Term
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Definition
| the degree to which the various subunits in an organization must work together in a coordinated fashion. |
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Term
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Definition
| the total number of fulltime or full time equivalent employees |
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Term
| organizational life cycle |
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Definition
| progression through which organizations evolve as the grow and mature |
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Term
| functional (u-form) design |
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Definition
| an organization design based on the functional approach to departmentalization |
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Term
| conglomerate (h-form) design |
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Definition
| an organization design used by an organization made up of a set of unrelated businesses. |
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Term
| divisional (m-form) design |
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Definition
| an organization design based on multiple businesses in related areas operating within a larger organizational framework |
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Term
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Definition
| an organization design based on two overlapping bases of departmentalization. |
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Term
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Definition
| an organization that relies almost exclusively on project-type teames, with little or no underlying functional hierarchy. |
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Term
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Definition
| an organization that has little or no formal structure. |
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Term
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Definition
| an organization that works to facilitate the lifelong learning and personal development of all of its employees, while continuously transforming itself ito respond to changing demands and needs. |
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Term
| Identify the basic elements of organizations |
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Definition
organizations are made up of five basic elements,
job specialization
departmentalizations
reporting relationships
distribution of authority
coordination |
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Term
| describe the bureaucratic perspective on organization |
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Definition
| one early universal model of organizatoin design is the bureaucratic model, which attempts to prescribe how all organizations should be designed. It is based on the presumed need for legitimate, logical, and formal rules, regulations, and procedures. |
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Term
| identify and explain several situational influences on organization design |
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Definition
the situational view of organization design is based on the assumption that the optimal organization design is a function of situational factors.
4 imprtant situational factors are
technology
environment
size
organizational life cycle |
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Term
| describe the basic forms of organization design that characterize many organizations |
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Definition
many organizations today adopt one of four basic organization designs;
functional - u form
conglomerate - h form
divisional - m form
matrix design
other organizations use a hybrid design derived from two or more of these. |
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Term
| describe emerging issues in organization design |
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Definition
three emerging forms of organization design are
the team organization
the virtual organization
the learning organization |
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