Management 9

  1. six elements of organizational design
    • work specialization
    • departmentalization
    • chain of command
    • span of control
    • centralization
    • decentralization
    • formalization
  2. organizational design
    creating or changing an organization's structure
  3. organizaing
    arranging and structuring work to accomplish an organization's goals
  4. work specialization
    • dividing work activities into separate job tasks, devision of labour
    • today- efficient although can lead to boredom
  5. departmentalization
    • the basis on which jobs are grouped together
    • today- customer departmentalization
  6. chain of command
    • the line of authority extending from upper organizational levels to the lowest levels, clarifies who reports to whom
    • today- less relevant today
  7. span of control
    • the number of employees a manager can effciently and effectively manage
    • today- many factors, tend toward larger spans
  8. centralization
    • the degree to which decision making is concentrated at upper levels of the organization
    • today- flexible and responsive
  9. decentralization
    the degree to which lower-level employees provide input or actually make decisions
  10. formalization
    • how standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures
    • today- less strict
  11. mechanistic organization
    • rigid and tightly controlled
    • high specialization
    • clear chain of command
    • narrow spans of control
  12. organic organization
    • highly adaptive and flexible
    • cross-functional teams
    • free flow of information
    • wide spans of control
  13. simple structure
    org design with low departmentalization, wide spans of control, centralized authority, and little formalization
  14. functional structure
    org design that groups together similar or related occupational specalties
  15. divisional structure
    org structure made up of separate. semiautonomous units or divisions
  16. contemporary organizational designs
    • team
    • matrix
    • project
    • boundaryless
    • virtual
    • network
  17. team stucture
    entire organization is made up of work groups or teams
  18. matrix structure
    assigns specialists from different functional departments to work on one or more projects
  19. project structure
    employees continuously work on projects
  20. virtual organization
    consists of small core of full-time employees and outside specialists temporarily hired as need to work on projects
  21. network organization
    uses own empoyees to do some work activities and networks outside suppliers to provide other needed components
Card Set
Management 9
chapter 9