33 terms

Chapter 7

The development of organizational resources to achieve strategic goals
Organization Structure
The framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated
Organization Chart
The visual representation of an organization's structure
Work Specialization
The degree to which organizational tasks are subdivided into individual jobs; also called division of labor
Chain of Command
An unbroken line of authority that links all individuals in the organization and specifies who reports to whom
The formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes
The duty to perform the task or activity an employee has been assigned
The fact that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command
The process managers use to transfer authority and responsibility to positions below them in the hierarchy
Line Authority
A form of authority in which individuals in management positions have the formal power to direct and control immediate subordinates
Staff Authority
A form of authority granted to staff specialists in their area of expertise
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
The location of decision authority near top organizational levels
The location of decision authority near lower organizational levels
The basis on which individuals are grouped into departments and departments into the total organization
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
Matrix Approach
An organization structure that uses functional and divisional chains of command 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
Cross-Functional Team
A group of employees from various functional departments that meet as a team to resolve mutual problems
Permanent Teams
A group of participants from several functions who are permanently assigned to solve ongoing problems of common interest
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 disaggregates 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
The quality of collaboration across departments
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
The radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed; also called business process reengineering
An organized group of related tasks and activities that work together to transform inputs into outputs and create value