Chapter 7

  1. Organizational Structure
    A formal system of tasks and reporting relationships that coordinates and motivates organization members so that they work together to achieve organizational goals
  2. Organizational design
    The process by which managers make specific organizing choices that result in a particular kind of organizational structure
  3. Job design
    The process by which managers decide how to divide tasks into specific jobs
  4. Job simplification
    The process of reducing the number of tasks that each worker performs
  5. Job enlargement
    Increasing the number of different tasks in a given job by changing the division of labor
  6. Job enrichment
    Increasing the degree of responsibility a worker has over his or her job
  7. Functional structure
    An organizational structure composed of all the departments that an organization requires to produce its goods or services
  8. Divisional Structure
    An organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer
  9. Product structure
    An organizational structure in which each product line or business is handled by a self contained division
  10. Geographic structure
    An organizational structure in which each region of a country or area of the world is served by a self contained division
  11. Market structure
    An organizational structure in which each kind of customer is served by a self contained division; also called customer structure
  12. Matrix structure
    An organizational structure that simultaneously groups people and resources by function and by product
  13. Product team structure
    An organizational structure in which employees are permanently assigned to a cross functional team and report only to the product team manager or to one of his or her direct suborinates
  14. Cross functional team
    A group of managers brought together from different departments to perform organizational tasks
  15. Authority
    The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources.
  16. Hierarchy of authority
    An organizations chain of command, specifying the relative authority of each manager.
  17. Span of control
    The number of subordinates who report directly to a manager
  18. Decentralizing Authority
    Giving lower level managers and non-managerial employees the right to make important decisions about how to use organizational resources.
  19. Integrating mechanisms
    Organizing tools that managers can use to increase communication and coordination among functions and divisions
  20. Task force
    A committee of managers from various functions or divisions who meet to solve a specific, mutual problem.
  21. Strategic alliance
    An agreement in which managers pool or share their organizations resources and know how with a foreign company and the two organizations share the rewards and risks of starting a new venture
  22. Network structure
    A series of strategic alliances that an organization creates with suppliers, manufacturers, and or distributors to produce and market a product
  23. Boundaryless organization
    An organization whose members are linked by computers, faxes computer aided design systems, and video teleconferencing and who rarely  if ever, see one another face to face
  24. Knowledge management system
    A company specific virtual information system that allows workers to share their knowledge and expertise and find others to help solve ongoing problems.
  25. Business to business network
    A group of organizations that join together and use IT to link themselves to potential global suppliers to increase efficiency and effectiveness
Card Set
Chapter 7
Chapter 7