Chapter 9 MGMT
The organizational process asks what question?
"how do things get done"?
Autonomy
degree to which a job gives workers the discretion, freedom, and independence to decide how and when to accomplish the work
Line Authority:
the right to command immediate subordinates in the chain of command
Chain of Command
vertical line of authority that clarifies who reports to whom
Organizational Structure is concerned with what three types of questions?
"who reports to whom", "who does what, and "where is the work done"
Interorganizational Process
a collection of activities that take place among companies to transform inputs into outputs that customers value
Complex Matrix
a form of matrix departmentalization in which managers in different parts of the matrix report to matrix managers, who help them sort out conflicts and problems
Matrix Departmentalization
a hybrid organizational structure in which two or more forms of departmentalization, most often product and functional, are used together
Job Specialization
a job composed of a small part of a larger task or process
Unity of Command
a management principle that workers should report to just one boss
departmentalization:
a method of subdividing work and workers into separate organizational units that take responsibility for completing particular tasks
Line Function:
an activity that contributes directly to creating or selling the company's products
Job Characteristics Model (JCM)
an approach to job redesign that seeks to formulate jobs in ways that motivate workers and lead to positive work outcomes
Organic Organizations
an organization characterized by broadly defined jobs and responsibilities; loosely defined, frequently changing roles; and decentralized authority and horizontal communication based on task knowledge
Mechanistic Organizations
an organization characterized by specialized jobs and responsibilities; precisely defined, unchanging roles; and a rigid chain of command based on centralized authority and vertical communication
typically, how is organizational authority organized?
chain of command, line versus staff authority, delegation of authority, and degree of centralization
Five job redesign techniques that can strengthen a job's core characteristics
combining tasks, natural work units, establishing client
organizational structures are typically based on some form of:
departmentalization
pooled interdependence
each job or department contributes to the whole independently
Empowerment
feeling of intrinsic motivation in which workers perceive their work to have impact and meaning and perceive themselves to be competent and capable of self-determination
Organizational structures have been created by departmentalizing work according to what five methods?
functional, product, customer, geographic, & matrix
Reengineering
fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance, such as cost, quality, service, and speed
Job Enlargement
increases the number of different tasks that a worker performs within one particular job
Simple Matrix
managers in different parts of the matrix negotiate conflicts and resources directly
activities that take place within the ________________ and _____________ departments would be considered line functions
manufacturing; marketing
Internal Motivation
motivation that comes from the job itself rather than from outside rewards
Geographic Departmentalization
organizes work and workers into separate units responsible for doing business in particular geographic areas
Functional Departmentalization
organizes work and workers into separate units responsible for particular business functions or areas of expertise
Customer Departmentalization
organizing work and workers into separate units responsible for particular kinds of customers
Product Departmentalization
organizing work and workers into separate units responsible for producing particular products or services
Modular Organization
outsources all remaining business activities to outside companies, suppliers, specialists, or consultants.
Job Enrichment
overcome the deficiencies in specialized work by increasing the number of tasks and by giving workers the authority and control to make meaningful decisions about their work
Virtual Organization
part of a network in which many companies share skills, costs, capabilities, markets, and customers with each other
Job Rotation
periodically moving workers from one specialized job to another to give them more variety and the opportunity to use different skills
empowering workers
permanently passing decision-making authority and responsibility from managers to workers
What is the important purpose that Unity of Command serves?
prevent confusion that might arise when an employee receives conflicting commands from two different bosses
how are specialized jobs characterized?
simple, easy to learn steps, low variety, and high repetition.
Standardization:
solving problems by consistently applying the same rules, procedures, and processes
Virtual Organization agreement
specifies the schedules, responsibilities, costs, payouts, and liabilities for participating organizations
Freedback
the amount of information the job provides to workers about their work performance
Delegation of Authority
the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible
intraorganizational process
the collection of activities that take place within an organization to transform inputs into outputs that customers value
Organizational Process
the collection of activities that transform inputs into outputs that customers value
Task Significance
the degree to which a job is perceived to have a substantial impact on others inside or outside the organization
Task Identity
the degree to which a job requires completion of a whole and identifiable piece of work
what is the second dimension of authority?
the distinction between line and staff authority
Task Interdependence
the extent to which collective action is required to complete an entire piece of work
decentralization
the location of a significant amount of authority in the lower levels of the organization
centralization of authority
the location of most authority at the upper levels of the organization
Skill Variety
the number of different activities performed in a job
Job Design
the number, kind, and variety of tasks that individual workers perform in doing their jobs
staff authority
the right to advise, but not command, others who are not subordinates in the chain of command
Authority
the right to give commands, take action, and make decisions to achieve organizational objectives
Organizational Structure
the vertical and horizontal configuration of departments, authority, and jobs within a company
true or false: One rule of thumb is to stay centralized where standardization is important and to decentralization where standardized is unimportant.
true
reciprocal interdependence
work completed by different jobs or groups working together in a back-and-forth manner
sequential interdependence
work must be performed in succession, as one group's or job's outputs become the inputs for the next group or job