Org Management - Ch. 9
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kylewaters13 on September 26, 2011
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51 terms
Terms | Definitions |
|---|---|
 Authority | the right to give commands, take action, and make decisions to achieve organizational objectives |
| Autonomy | the degree to which a job gives workers the discretion, freedom, and independence to decide how and when to accomplish the job |
| Behavioral formality | a workplace atmosphere characterized by routine and regimen, specific rules about how to behave, and impersonal detachment |
| Behavioral informality | a workplace atmosphere characterized by spontaneity, casualness, and interpersonal familiarity |
| Centralization of authority | the location of most authority at the upper levels of the organization |
| Chain of command | the vertical line of authority that clarifies who reports to whom throughout the organization |
| Complex matrix | 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 |
| Customer departmentalization | organizing work and workers into separate units responsible for particular kind of customers |
| Decentralization | the location of a significant amount of authority in the lower levels of the organization |
| Delegation of authority | the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible |
| Departmentalization | subdividing work and workers into separate organizational units responsible for completing particular tasks |
| Empowering workers | permanently passing decision-making authority and responsibility from managers to workers by giving them the information and resources they need to make and carry out good decisions |
| Empowerment | feelings of intrinsic motivation, in which workers perceive their work to have impact and meaning and perceive themselves to be competent and capable of self-determination |
| Feedback | the amount of information the job provides to workers about their work performance |
| Functional departmentalization | organizing work and workers into separate units responsible for particular business functions or areas of expertise |
| Geographic departmentalization | organizing work and workers into separate units responsible for doing business in particular geographic areas |
| Internal motivation | motivation that comes from the job itself rather than from outside rewards |
| Interorganizational process | a collection of activities that take place among companies to transform inputs into outputs that customers value |
| Intraorganizational process | the collection of activities that take place within an organization to transform inputs into outputs that customers value |
| Job characteristics model (JCM) | an approach to job redesign that seeks to formulate jobs in ways that motivate workers and lead to positive work outcomes |
| Job design | the number, kind, and variety of tasks that individual workers perform in doing their jobs |
| Job enlargement | increasing the number of different tasks that a worker performs within one particular job |
| Job enrichment | increasing the number of tasks in a particular job and giving workers the authority and control to make meaningful decisions about their work |
| Job rotation | periodically moving workers from one specialized job to another to give them more variety and the opportunity to use different skills |
| Job specialization | a job composed of a small part of a larger task or process |
| Line authority | the right to command immediate subordinates in the chain of command |
| Line function | an activity that contributes directly to creating or selling the company's products |
| Matrix departmentalization | a hybrid organizational structure in which two or more forms of departmentalization, most often product and functional, are used together |
| Mechanistic organization | an organization characterized by specialized jobs and responsibilities; precisely defined, unchanging roles; and a rigid chain of command based on centralized authority and vertical communication |
| Modular organization | an organization that outsources noncore business activities to outside companies, suppliers, specialists, or consultants |
| Open office systems | offices in which the physical barriers that separate workers have been removed in order to increase communication and interaction |
| Organic organization | an organization characterized by broadly defined jobs and responsibility; loosely defined, frequently changing roles; and decentralized authority and horizontal communication based on task knowledge |
| Organizational process | the collection of activities that transform inputs into outputs that customers value |
| Organizational structure | the vertical and horizontal configuration of departments, authority, and jobs within a company |
| Pooled interdependence | work completed by having each job or department independently contribute to the whole |
| Private spaces | spaces used by and open to just one employee |
| Product departmentalization | organizing work and workers into separate units responsible for producing particular products or services |
| Reciprocal interdependence | work completed by different jobs or groups working together in a back-and-forth manner |
| Reengineering | fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance, such as cost, quality, service, and speed |
| Sequential interdependence | work completed in succession, with one group's or job's outputs becoming the inputs for the next group or job |
| Shared spaces | spaces used by and open to all employees |
| Simple matrix | a form of matrix departmentalization in which managers in different parts of the matrix negotiate conflicts and resources |
| Skill variety | the number of different activities performed in a job |
| Staff authority | the right to advise, but not command, others who are not subordinates in the chain of command |
| Staff function | an activity that does not contribute directly to creating or selling the company's products, but instead supports line activities |
| Standardization | solving problems by consistently applying the same rules, procedures, and processes |
| Task identity | the degree to which a job, from beginning to end, requires the completion of a whole and identifiable piece of work |
| Task interdependence | the extent to which collective action is required to complete an entire piece of work |
| Task significance | the degree to which a job is perceived to have a substantial impact on others inside or outside the organization |
| Unity of command | a management principle that workers should report to just one boss |
| Virtual organization | an organization that is part of a network in which many companies share skills, costs, capabilities, markets, and customers to collectively solve customer problems or provide specific products or services |
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