Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
23 Cards in this Set
- Front
- Back
Boundaryless organization
|
An organization that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams.
|
|
Bureaucracy
|
- An organizational design with highly routine operating tasks achieved through specialization; formalized rules and regulations; tasks that are grouped into functional departments; centralized authority; narrow spans of control; and decision making that follows the chain of command.
|
|
Centralization
|
The degree to which decision making is concentrated at a single point in the organization.
|
|
Chain of command
|
The continuous line of authority that extends from upper organizational levels to the lowest level and clarifies who reports to whom.
|
|
Cost-minimization strategy
|
A strategy that emphasizes tight cost controls, avoidance of unnecessary innovation or marketing expenses, and price cutting.
|
|
Decentralization
|
he degree to which decision making is distributed to lower-level employees.
|
|
Delegation
|
- Assignment of authority to another person to carry out specific duties, allowing the employee to make some of the decisions.
|
|
Departmentalization
|
The basis on which jobs are grouped together.
|
|
Environment
|
Those institutions or forces outside the organization that potentially affect the organization’s performance.
|
|
Formalization
|
The degree to which jobs within the organization are standardized.
|
|
Imitation strategy
|
A strategy of moving into new products or new markets only after their viability has already been proven.
|
|
Innovation strategy
|
A strategy that emphasizes the introduction of major new products and services.
|
|
Matrix structure
|
An organizational design that combines functional and product
departmentalization; it has a dual chain of command. |
|
Mechanistic model
|
A structure characterized by extensive departmentalization, high
formalization, a clear chain of command, narrow spans of control, a limited information network, and centralization. |
|
Modular organization
|
A small core organization that outsources major business functions.
|
|
Organic model
|
- A structure that is flat, uses cross-functional and cross-hierarchical teams, possesses a comprehensive information network, has wide spans of control, and has low formalization.
|
|
Organizational structure
|
How job tasks are formally divided, grouped, and coordinated.
|
|
Simple structure
|
An organizational design characterized by a low degree of
departmentalization, wide spans of control, authority centralized in a single person, and little formalization. |
|
Span of control
|
The number of employees that report to a manager.
|
|
Team structure
|
The use of teams as the central device to coordinate work activities.
|
|
Technology
|
The way in which an organization transfers its inputs into outputs.
|
|
Virtual organization
|
A continually evolving network of independent companies — suppliers, customers, even competitors — linked together to share skills, costs, and access to one another’s markets.
|
|
Work specialization
|
The degree to which tasks in the organization are subdivided into separate jobs.
|