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30 Cards in this Set
- Front
- Back
Organizational Architecture
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The organizational structure, control systems, culture, and human resource management systems that together determine how efficiently and effectively organizational resources are used.
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Organizational Structure
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A formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals.
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Organizational Design
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The process by which managers make specific organizing choices that result in a particular kind of organizational structure.
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Factors affecting organizational structure
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1) the organizational environment
2) strategy 3) technology 4) human resources |
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Job Design
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The process by which managers decide how to divide tasks into specific jobs.
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Job Simplification
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The process of reducing the number of tasks that each worker performs.
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Job Enlargement
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Increasing the number of different tasks in a given job by changing the division of labor.
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Job Enrichment
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Increasing the degree of responsibility a worker has over his or her job.
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The Job Characteristics Model
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Each job has 5 characteristics that determine how motivating the job is:
1) Skill Variety 2) Task Identity 3) Task Significance 4) Autonomy 5) Feedback |
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Functional Structure
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An organizational structure composed of all the apartments that an organization requires to produce its goods or services.
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Divisional Structure
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An organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer.
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Product Structure
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An organizational structure in which each product line or business is handled by a self-contained division.
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Geographic Structure
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An organizational structure in which each region of a country or area of the world is served by a self-contained division.
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Market Structure
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An organizational structure in which each kind of customer is served by a self-contained division; also called customer structure.
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Matrix Structure
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An organizational structure that simultaneously groups people and resources by function and product.
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Product Team Structure
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An organizational structure in which employees are permanently assigned to a cross-functional team and report only to the product team manager or to one of his or her direct subordinates.
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Cross-Functional Team
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A group of managers brought together from different departments to perform organizational tasks.
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Hybrid Structure
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The structure of a large organization that has many divisions and simultaneously uses many different organizational structures.
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Authority
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The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources.
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Hierarchy of Authority
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An organization's chain of command, specifying the relative authority of each manager.
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Span of Control
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The number of subordinates who report directly to a manager.
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Line Manager
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Someone in the direct line or chain of command who has formal authority over people and resources at lower levels.
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Staff Manager
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Someone responsible for managing a specialist function, such as finance or marketing.
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Decentralizing Authority
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Giving lower-level managers and non-managerial employees the right to make important decisions about how to use organizational resources.
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Integrating Mechanisms
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Organizing tools that managers can use to increase communication and coordination among functions and divisions.
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Task Force
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A committee of managers from various functions or divisions who meet to solve a specific, mutual problem; also called ad hoc committee
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4 Sources of Organizational Culture
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1) The personal and professional characteristics of people within the organization
2) Organizational ethics 3) The nature of the employment relationship 4) The design of its organizational structure |
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Organizational Ethics
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The moral values, beliefs, and rules that establish the appropriate way for an organization and its members to deal with each other and the people outside the organization.
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Adaptive Cultures
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Organizations whose values and norms help and organization to build momentum and to grow and change as needed to achieve its goals and be effective.
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Inert Cultures
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Organizations whose values and norms fail to motivate or inspire employees; they lead to stagnation and, often, failure over time.
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