1. Organizing
    The function of management that creates the organization's structure
  2. Organizational design
    When managers develop or change the organization's structure
  3. What are the 6 key elements in organizational design?
    • -Work specialization
    • -deparmentalization
    • -authority and responsibility
    • -span of control
    • -centralization versus decentralization
    • -formalization
  4. Work Specialization
    Dividing work activities into separate job tasks; also called division of labor
  5. Departmentalization
    How jobs are grouped together
  6. There are five common forms of departmentalization
    • -Functional departmentalization
    • -product departmentalization
    • -customer departmentalization
    • -geographic departmentalization
    • -process departmentalization
  7. Functional departmentalization
    Groups employees based on work performed (, accouting..)
  8. Product departmentalization
    Groups employees based on major product areas in the corporation (eg. Women's footwear)
  9. Customer departmentalization
    Groups employees based on customer's problems and needs (eg. wholesale, retail)
  10. Geographic departmentalization
    Groups employees based on location server (eg. north, south)
  11. Process departmentalization
    Groups employees based on the basis of work or customer flow (eg. testing, payment)
  12. Cross-functional teams
    Teams made up of individuals from various deparments and that cross traditional departmental lines
  13. Chain of command
    The line of authority extending from upper organizational levels to lower levels, which clarifies who reports to whom
  14. Authority
    The rights inherent in a managerial position to give orders and expect the orders to be obeyed
  15. Responsability
    An obligation to perform assigned duties
  16. What are the different types of authority relationships?
    • -Lines Authority
    • -Staff Authority
  17. Line Authority
    Authority that entitles a manager to direct the work of an employee
  18. Staff Authority
    Positions whith some authority that have been created to support, assist, and advise those holding line authority (eg. assistant)
  19. Unity of command
    the management principle that no person should report to more than one boss
  20. Power
    An individual's capacity to influence decisions
  21. Difference between authority and power?
    Authority is a right. It goes along with an authority position and job. While power is an individual's capacity to influene decisions.
  22. Span of control
    The number of employees a manager can efficiently and effectively supervise.
  23. Centralization
    The degree to which decision making takes place at upper levels of the organization
  24. Decentralization
    The degree to which lower-level managers provide input or actually make decisions
  25. Formalization
    How standardized an orgatization's jobs are and the extent to which employee behavior is guided by rules and procedures.
  26. Mechanistc organization
    A bureaucratic organization; a structure that's high in specialization, formalization, and centralization.
  27. Organic organization
    A structure that's low in specialization, formalization, and centralization
  28. Unit production
    The production of items in units or small batches
  29. Mass production
    described large-batch manugacturing
  30. Process production
    Continuous flow of products being produced
  31. Which are traditional organizational designs?
    • -Simple structure
    • -functional structure
    • -divisional structure
  32. Simple structure
    An organizational design with low departmentalization, wide spans of control, authority centralized in a single person, and little formalization. Used in small business
  33. Functional Structure
    And organizational design that groups similar or related occupational specialities together
  34. Divisional structure
    An organizational structure made up of separate business units or divisions
  35. Which are comtemporary organizational designs?
    • -Team structure
    • -Matrix structure
    • -Boundryless Structure
  36. Team Structure
    A structure in wich the entire organization is made up of work treams
  37. Matrix structure
    A structure in which specialists from different functional departments are assigned to work on projects led by a project manager.
  38. Project structure
    In side matrix structure is used. As structure in which employees continuosly work on projects
  39. Boundaryless organization
    An organization whose design is not defined by, or limited to, boundaries imposed by a predifined structure.
  40. Virtual organization
    An organization that consists of a small core of full time employees and outside specialists temporarily hired as needed to work o projects
  41. Network organization
    an organization that uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processes
  42. Learning organization
    An organization that has developed the capacity to continuosly learn, adapt, and change
  43. Organizational Culture
    The shared values, principles, traditions, and ways of doing things that influence the way organizational members act.
  44. Strong cultures
    Organizational cultures in which the key values are deeply held and widely shared
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