mngt ch 7 test 2
need for employees to be close to the customer
One distinct feature of service technology that directly influences structure is the______
c. scalar
Rebecca works for a company that has clearly defined lines of authority. Each employee knows that he or she has authority and responsibility for a distinct set of tasks. Employees are also aware of the company's reporting structure as well as successive management levels all the way to the top. Rebecca's company follows which of the following principles? a. Specialization b. Unity of command c. Scalar d. Authority e. Responsibility
centralization
centralization or decentralization...when activities can be done more efficiently on a larger scale
decentralization
centralization or decentralization...when environmental conditions are changing rapidly and the company needs empowered employees to make decisions quickly
service technology
characterized by intangible output and direct contact with customers.
scalar principle
clearly defined line of authority in the organization that includes all employees
matrix approach
combines aspects of both functional and divisional structures in the same part of the organization
cross-functional teams
consist of employees from various functional departments who are responsible to meet as a team and resolve mutual problems.
decentralization
decision authority is pushed down to lower organizational levels
organizing
deployment of organizational resources to achieve strategic goals
duplication of resources across divisions, less technical depth and specialization, poor coordination across divisions
disadvantage of divisional structure
poor communication across departments, slow response to external changes, decisions concentrated at top of hierarchy that creates delay
disadvantage of functional structure
frustration and confusion from a dial chain of command, high conflict between two sides of the matrix, many meetings with more discussion than action
disadvantage of matrix structure
dual loyalties and conflict, time and resources spent on meetings, unplanned decentralization
disadvantage of team structure
lack of control, greater demands on managers, weaker employee loyalty
disadvantage of virtual network structure
matrix approach
The vertical structure provides traditional control within functional departments, and the horizontal structure provides coordination across departments.
organizational positions, not people (the position has the authority not the person filling the position)
Where is authority vested in?
can draw on expertise worldwide highly flexible and responsive
advantage of virtual network
permanent teams
are groups of employees who are organized in a way similar to a formal department.
divisional
because each unit, such as the unit serving new england, is small, it can respond quickly to changes in the business environment
decentralization
centralization or decentralization... when running a company which serves different customers in different regions differently
new positions and departments are added
As organizations grow and evolve, what happens
division manager
In a geographic-based structure, all functions in a specific country or region report to the same ____
the top
In times of crisis or risk of company failure, authority may be centralized at_____
Small-batch and unit production, Large-batch and mass production, Continuous process production
Manufacturing firms can be categorized according to three basic types of production technology:
relational coordination
The highest level of horizontal coordination is
task force
a temporary team or committee designed to solve a problem involving several departments.( for specific projects)
functional structure
activities are grouped together by common function (similar skills, expertise, work activities) from the bottom to the top of the organization
fast response, flexibility in an unstable environment, fosters concern for customer needs, excellent coordination across functional departments
advantage of divisional structure
efficient use of resources, in-depth skill specialization and development, top manager direction and control
advantage of functional approach
more efficient use of resources than a single hierarchy, flexibility, adapt to changing environment
advantage of matrix structure
reduce barriers among departments, increases compromise, shorter response time, better morale; enthusiasm from employee involvement
advantage of team structure
chain of command
an unbroken line of authority that links all employees in an organization and shows who reports to whom
centralization
centralization or decentralization... when different areas of the company do not agree on which course of action to take and require coordination
centralization
decision authority is located near the top
unity of command
each employee is held accountable to only one supervisor
team based structure
enables organizations to respond extremely quickly to changing consumer demands and market needs.
relational coordination
frequent, timely, problem-solving communication carried out through [employee] relationships of shared goals, shared knowledge, and mutual respect
decentralization (lower level managers)
greater change and uncertainty in the environment are usually associated with ____
flat structure
has a wide span, is horizontally dispersed and has fewer hierarchical levels
tall structure
has an overall narrow span and more hierarchical levels
vertical
how does authority flow in the hierarchy
large-batch and unit production
is distinguished by standardized production runs.
horizontal
is re-engineering vertical or horizontal workflow
project manager
is responsible for coordinating the activities of several departments for the completion of a specific project
flat structure
is tall or flat structure not as popular now
funtional
managers and employees in the manufacturing unit share common outlook and find it easier to communicate with each other because they have similar training and experience (functional or divisional)
continuous process production
mechanizes the entire workflow
staff authority
narrower and includes the right to advise, recommend, and counsel the staff specialists' area of expertise
divisional structure
occurs when departments are grouped together based on similar organizational outpits
tech, work processes
operational needs
line authority
people in management positions have the FORMAL authority to direct and control immediate subordinates
functional
people in manufacturing communicate mostly with other manufacturing employees and relatively little with people in engineering and sales (functional or divisional)
Small-batch and unit production
produces goods in batches of one or a few products designed to customer specification
departmentaliation
the basis for grouping positions into departments and departments into the total organization
division of labor
the degree to which organizational tasks are subdivided into separate jobs
responsibility
the duty to perform the task or activity as assigned
team-based structure
the entire organization is made up of horizontal teams that coordinate their work and work directly with customers to accomplish the organization's goals.
virtual network structure
the firm subcontracts most of its major functions to separate companies and coordinates their activities from a small organization at headquarters
authority
the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources
horizontal coordination and information sharing
the matriz approach evolved as a way to improve ______and ______
span of mngt
the number of employees reporting to a supervisor and determines how closely a supervisor can monitor subordinates
accountability
the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command
delegation
the process that managers use to transfer authority and responsibility to positions below them
re-engineering
the radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed
organization structure
the set of formal tasks assigned to individuals and departments; formal reporting relationships, and the design of systems to ensure effective coordination or employees across departments
organization chart
visual representation of an organization's structure
environment, strategy, goals
what are strategic needs
conflicts and dual loyalties
what are the disadvantages of the team based structure
defines what to do, defines how to do it
what does strategy define and what does organizing define
team-based structure
what improves coordination and corporation and breakes down barriers across departments
dual lines
what kind of authority does the matrix approach have
divisional
when the unit focusing on B2B customers develops a new highly effective customer tracking systems, this system is not shared with the unit focusing on individual retail customers (functional or divisional)
responsibility
when your manager assigns you a task, you have the ______ to carry out that task as assigned
organization chart
where are the characteristics of vertical structure portrayed
follows strategy
why is organizing important
organization chart
you would study a business's _______ to see a visual representation of its vertical structure including the chain of command
line authority
your manager has ______ when he has the right to tell you what work to do and to hold you accountable for doing it