MGT340 Unit 4-2
What six things make up an mechanistic organization?
I specialization, rigid departmentalization, Clear Channel command, narrow spans of control, centralization, I formalization
What is a boundaryless organization?
a flexible and unstructured organizational design that is intended to break down external barriers between the organization and its customers and suppliers
What is an organizational structure?
a formal arrangement of jobs with an organization
What is a modular organization?
a small core organization that outsources its major business functions in order to concentrate what it does best
What is a functional structure?
an organization designed by groups similar or related occupational specialties together
What is a virtual organization?
an organization that consists of a small core of full-time employees and that hires outside specialist temporarily as needed to work on projects
What is a network organization?
an organization that uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processes
What is an organic organization?
an organizational design that is highly adaptive and flexible
What is a mechanistic organization?
an organizational design that is rigid and tightly controlled
What is a simple structure?
an organizational design with low departmentalization, wide spans of control, centralized authority, and little formalization
What is a project structure?
an organizational structure in which employees continuously work on projects
What is a team structure?
an organizational structure in which the entire organization is made up of workgroups working
What is a divisional structure?
an organizational structure made up of separate, semi-autonomous units or divisions
What is a matrix structure?
an organizational structure that assigns a specialist from different functional departments to work on one or more projects
What six things make up an organic organization?
cross functional teams, cross hierarchy all teams, free flow of information, wide spans of control, decentralization, low formalization
What is an organizational design?
developing or changing an organization structure
Departmentalization is the basis by which jobs are grouped by what five aspects?
functional, geographic, product, process, customer
What is employee empowerment?
giving employees more authority (power) to make decisions
What is formalization?
how standardized and organizations jobs are and the extent to which employees behavior is guided by rules and procedures
The width of the span of control is affected by what seven things?
skills and abilities of managers, employee characteristics, the work being done, similarity of tasks, complexity of those task, physical proximity of subordinates, degree to which standardize procedures are in place
What is departmentalization?
the basis by which jobs are grouped together
What is centralization?
the degree to which decision-making is concentrated at upper levels of the organization
What is decentralization?
the degree to which lower-level employees provide input or actually make decisions
What is the chain of command?
the line of authority extending from upper organizational levels to the lowest levels, which clarifies who reports to whom
What is unity of command?
the management principle that each person should report to only one manager
What a span of control?
the number of employees a manager can effectively and efficiently manage
What is responsibility?
the obligations to perform any assigned duties
What is authority?
the rights inherent in a managerial position to tell people what to do and to expect them to do it
What is work specialization?
the writing work activities into separate job tasks
The organizational design process involves decisions about what six key elements?
work specialization, departmentalization, chain of command, span of control, centralization and decentralization, formalization
