Chapter 7

A formal system of tasks and reporting relationships that coordinates and motivates organization members so that they work together to achieve organizational goals

The process by which managers make specific organizing choices that result in a particular kind of organizational structure

The process by which managers decide how to divide tasks into specific jobs

The process of reducing the number of tasks that each worker performs

Increasing the number of different tasks in a given job by changing the division of labor

Increasing the degree of responsibility a worker has over his or her job

An organizational structure composed of all the departments that an organization requires to produce its goods or services

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

An organizational structure in which each product line or business is handled by a self contained division

An organizational structure in which each region of a country or area of the world is served by a self contained division

An organizational structure in which each kind of customer is served by a self contained division; also called customer structure

An organizational structure that simultaneously groups people and resources by function and by product

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

A group of managers brought together from different departments to perform organizational tasks

The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources.

An organizations chain of command, specifying the relative authority of each manager.

The number of subordinates who report directly to a manager

Giving lower level managers and non-managerial employees the right to make important decisions about how to use organizational resources.

Organizing tools that managers can use to increase communication and coordination among functions and divisions

A committee of managers from various functions or divisions who meet to solve a specific, mutual problem.

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

A series of strategic alliances that an organization creates with suppliers, manufacturers, and or distributors to produce and market a product

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

A company specific virtual information system that allows workers to share their knowledge and expertise and find others to help solve ongoing problems.

A group of organizations that join together and use IT to link themselves to potential global suppliers to increase efficiency and effectiveness