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Management

Terms in this set (57)

_______is the deployment of organizational resources to achieve strategic goals.
Organizing
Strategy defines____to do; organization defines ____ to do it.
why, how
________ ________ is the visual representation of an organizations structure
organization chart
Organization Structure
the framework in which the organization defines how tasks are divided,, formal reporting relationships, decision responsibility, number of levels, span of managers control, design of systems to ensure effective coordination.
Work specialization
the degree to which tasks in an organization are subdivided into separate jobs;called division of labor
When work specialization is _________,employees specialize in a _______task
extensive, single
too much specialization, employees are _______ and do only a single,______job
isolated, single
Vertical organization
structure include; work specialization, chain of command,span of management, and centralization and decentralization.
Managers in every organization face the question about how to organize for maximum ____________ and ______________
efficiency, effectiveness
_____ _________ perform tasks that reflect the organization's primary goal and mission.
Line Departments
_____ ________ include all those that provide specialized skills in support of line departments
Staff Departments
Delegate the whole _______
task
Select the right _______
person
Ensure that ________equals responsibility
authority
Give __________ instruction
thorough
maintain_______
feedback
_________and reward progress
evaluate
Span of Management
The number of employees reporting to a supervisor; also called span of control
Centralization
The degree to which decisions are made at the top of the organization.
Decentralization
Degree to which decision-making authority is given to lower levels in an organization's hierarchy.
chain of command
An unbroken line of authority that links all individuals in the organization and specifies who reports to whom
Authority
The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources.
responsibility
the assignment of a task that an employee is supposed to carry out
delegation
The process managers use to transfer authority and responsibility to positions below them in the hierarchy
line authority
the right to command immediate subordinates in the chain of command
staff authority
authority based on expertise that usually involves counseling and advising line managers
Span of management
The number of employees reporting to a supervisor; also called span of control
tall structure
a management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels.
flat structure
A management structure characterized by an overall broad span of control and relatively few hierarchical levels
Functional structure
the grouping of positions into departments based on similar skills, expertise, and resource use
Divisional structure
an organization structure in which departments are grouped based on similar organizational outputs
product structure,program structure, or self-contained,unit structure are all the same ______________ structures.
Divisional
The Divisional Structure encourages__________________
decentralization
Matrix approach
combines aspects of both functional and divisional structures simultaneously in the same part of the organization.
Two boss employees
Employees who report to two supervisors simultaneously.
matrix boss
The product or functional boss, responsible for one side of the matrix.
top leader
the overseer of both the product and functional chains of command, responsible for the entire matrix
Departmentalization
the basis on which individuals are grouped into departments and departments into the total organization.
Three traditional approaches to departmentalization are______,____,______
functional, divisional, and matrix
cross-functional teams
a group of employees from various functional departments that meet as a team to resolve mutual problems
permanent team
a group of employees from all functions who are permanently assigned to focus on a specific task or activity
team-based structure
structure in which the entire organization is made up of horizontal teams that coordinate their activities and work directly with customers to accomplish the organization's goals
virtual network structure
an organization structure that disaggregated major functions to separate companies that are brokered by a small headquarters organization.
modular approach
The process by which a manufacturing company uses outside suppliers to provide large components of the product, which are then assembled into a final product by a few workers.
coordination
The procedures that link the various parts of an organization for the purpose of achieving the organization's overall mission.
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
task force
A temporary team or committee formed to solve a specific short-term problem involving several departments
project manager
A person responsible for coordinating the activities of several departments on a full-time basis for the completion of a specific project
Mechanisms for increasing horizontal coordination include:________,_____,______ ______.
task forces,teams, and project managers.
The terms _________and________can be used to explain structural responses to strategy and the in the environment.
...
differentiation strategy
a strategy an organization uses to build competitive advantage by being unique in its industry with a cost leadership strategy, strives for internal efficiency.
small-batch production
A type of manufacturing technology that involes the production of goods in batches of one or a few products designed to customer specification
mass production
long production runs to manufacture a large volume of products with the same specifications
Continuous process production
Mechanization of the entire workflow and nonstop production, such as in chemical plants or petroleum refineries.
technical complexity
the degree to which complex machinery is involved in the production process to the exclusion of people
service technology
technology characterized by intangible outputs and direct contact between employees and customers
digital technology
technology characterized by use of the internet and other digital processes to conduct or support business operations
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