MGMT 301 FINAL CH. 9

the vertical and horizontal configuration of departments, authority, and jobs within a company.

the collection of activities that transform inputs into outputs that customers value.

subdividing work and workers into separate organizational units responsible for completing particular tasks

organizing work and workers into separate units responsible for particular business functions or areas of expertise.

organizing work and workers into separate units responsible for producing particular products

organizing work and workers into separate units responsible for particular kinds of customers

organizing work and workers into separate units responsible for doing business in particular geographic areas

a hybrid organizational structure in which two or more forms of departmentalization, most often product and functional, are used together.

a form of matrix departmentalization in which managers in different parts of the matrix negotiate conflicts and resources

a form of matrix departmentalization in which managers in different parts of the matrix report to matrix managers, who help them sort out conflicts and problems

the right to give commands, take action, and make decisions to achieve organizational objections

the vertical line of authority that clarifies who reports to whom throughout the organization

workers should report to just one boss

number of subordinates reporting to a manager

the right to advise but not command others who are not subordinates in the chain of command

the right to command immediate subordinates in the chain of command

an activity directly contributing to creating or selling a firm's products/services

an activity that supports line activities

• the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible
• But it doesn't delegate accountability

the obligation for the results

Primary authority is held by upper management

significant authority is found in lower levels of the organization

solving problems by applying rules, procedures, and processes.

the number, kind, and variety of tasks that individual workers perform

a job composed of a small part of a larger task or process

periodically moving workers from one specialized job to another

increasing the number of different tasks performed by a worker in a particular job

adding more tasks and giving workers authority and control to make decisions

• Specialized responsibilities
• Precisely defined roles
• Centralized authority
• Vertical communication

• Broad jobs and responsibilities
• Loosely defined roles
• Decentralized authority
• Horizontal communication

Outsource non-core business activities to outside firms

part of a network to collectively serve customers