chapter 8 ITB

Matrix Organization

An organization in which specialists from different parts of the organization are brought together to work on specific projects but still remain part of a line-and-staff structure.

line organization

An organization that has direct two-way lines of responsibility, authority, and communication running from the top to the bottom of the organization, with all people reporting to only one supervisor.

Flat Organizational Structure

An organizational structure that has only a few levels of management and emphasizes decentralization

Advantages of Departmentalization

Employees develop skills and progress within a department as they master skills. The company can achieve economies of scale. Employees can coordinate work within the function and top management can easily direct activities.

Weber emphasized

Job descriptions. Written rules, decision guidelines, and detailed records. Consistent procedures, regulations, and policies. Staffing and promotion based on qualifications.

disadvantages of departmentalization

Poor departmental monitoring, horizontal communication Goal displacement Conflict across departments

hierarchy

a system or organization in which people or groups are ranked one above the other according to status or authority.

virtual corporation

a temporary networked organization made up of replaceable firms that join and leave as needed

centralized authority

an organizational structure in which decision making authority is maintained at the top level of management

decentralized authority

an organizational structure in which decision-making authority is delegated to lower-level managers more familiar with local conditions than headquarters management could be

hybrid

company could departmentalize by function, geographic location, and customer groups

staff personnel

employees who advise and assist line personnel in meeting their goals

line personnel

employees who are part of the chain of command that is responsible for achieving organizational goals

cross-functional self-managed teams

groups of employees from different departments who work together on a long-term basis

Networking

interact with other people to exchange information and develop contacts, especially to further one's career.

Dividing tasks into smaller jobs is called:

job specialization

four structure of an organization

line organization, line and staff organization, matrix style organization and cross function self managed teams

oursourcing

means assigning one or more functions—such as accounting, production, security, maintenance, and legal work—to outside organizations

a firm that makes tables may have one department that cuts wood another department that assembles the wood into tables and a third department that stains the tables this firm would be departmentalize by

process

if a team is empowered to make decisions without management approval then it is said to be

self managed

chain of command

the line of authority that moves from the top of a hierarchy to the lowest level

real time

the present moment or the actual time in which something takes place

a organization chart shows what

the relationships among people: who is accountable for the competition of specific work, and who reports to whom

core competencies

those functions that the organization can do as well as or better than any other organization in the world