Management 9

• work specialization
• departmentalization
• chain of command
• span of control
• centralization
• decentralization
• formalization

creating or changing an organization's structure

arranging and structuring work to accomplish an organization's goals

• dividing work activities into separate job tasks, devision of labour
• today- efficient although can lead to boredom

• the basis on which jobs are grouped together
• today- customer departmentalization

• the line of authority extending from upper organizational levels to the lowest levels, clarifies who reports to whom
• today- less relevant today

• the number of employees a manager can effciently and effectively manage
• today- many factors, tend toward larger spans

• the degree to which decision making is concentrated at upper levels of the organization
• today- flexible and responsive

the degree to which lower-level employees provide input or actually make decisions

• how standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures
• today- less strict

• rigid and tightly controlled
• high specialization
• clear chain of command
• narrow spans of control

• highly adaptive and flexible
• cross-functional teams
• free flow of information
• wide spans of control

org design with low departmentalization, wide spans of control, centralized authority, and little formalization

org design that groups together similar or related occupational specalties

org structure made up of separate. semiautonomous units or divisions

• team
• matrix
• project
• boundaryless
• virtual
• network

entire organization is made up of work groups or teams

assigns specialists from different functional departments to work on one or more projects

employees continuously work on projects

consists of small core of full-time employees and outside specialists temporarily hired as need to work on projects

uses own empoyees to do some work activities and networks outside suppliers to provide other needed components