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Organizational Behavior CH 15
Terms in this set (26)
system of consciously coordinated activities or forces of two or more persons.
unity of command principle
each employee should report to only one manager.
graphic representation of formal authority and division of labor relationships.
span of control
the number of people reporting directly to a given manager.
provide background research and provide technical advice and recommendations to their line managers.
have authority to make organizational decisions.
Self-sufficient entity, closed to the surrounding environment. (For example, a battery-powered clock.)
Depends on constant interaction with the surrounding environment for survival. (For example, the human body.)
traditional organizational structures
groups people according to the business functions the perform—manufacturing, marketing, finance
groups together activities related to outputs— location, customer, product type
combines functional and divisional chains of command to form a grid with two command structures
Focus on work processes usually in cross-functional teams
horizontal design: design principles
1. Organize around complete workflow processes not tasks
2. Flatten hierarchy & use teams to manage everything
3. Appoint process team leaders to manage internal team processes
4. Let supplier and customer contact drive performance
5. Provide required expertise from outside the team as required
designs that open boundaries between organizations
organization identifies core competencies and outsources other activities such as manufacturing, order taking and shipping
Outsources parts of a product instead of processes
organization identifies partners with the needed talents and negotiates an agreement in which the participants typically work in separate facilities, linked by technology as they work toward a common goal
the contingency approach to designing organizations
organizations tend to be more effective when they are structured to fit the demands of the situation
rigid bureaucracies with strict rules, narrowly defined tasks, and top-down communications (stable & certain environments)
flexible networks of multitalented individuals who perform a variety of tasks (unstable & uncertain environments)
decision making: top managers make all key decisions
decision making: lower-level managers are empowered to make important decisions
generic effectiveness criteria definition
No single approach is appropriate to all circumstances or for all organization types.
Generic Effectiveness Criteria:
- Goal accomplishment
- Resource acquisition
- Internal processes
- Strategic constituencies satisfaction (stakeholders)
4 dimensions of organizational effectiveness
-goal accomplishment: the organization achieves its stated goals
-internal processes: the organization functions smoothly with a minimum of internal strain -strategic constituencies satisfaction: the demands and expectations of key interest groups are at least minimally satisfied
-resource acquisition: the organization acquires the resources it needs
THIS SET IS OFTEN IN FOLDERS WITH...
Organizational Behavior CH 16
Organizational Behavior CH. 1
Organizational Behavior Ch. 2
Organizational Behavior Ch 3
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