FAU MAN3025 Course Content Quiz #04
Organization Structure
(1) the set of formal tasks assigned to individuals and departments (2) formal reporting relationships, including lines of authority, decision responsibility, number of hierarchical levels, and span of managers' control (3) the design of systems to ensure effective coordination of employees across departments
Collabortation
A joint effort between people from two or more departments to produce outcomes that meet a common goal or shared purpose and that are typically greater than what any of the individuals or departments could achieve working alone.
Project Manager
A person who is responsible for coordinating the activities of several departments for the completion of a specific project.
Organizational Ecosystem
A system formed by the interaction among a community of organizations in the environment.
Task force
A temporary team or committee designed to solve a problem involving several departments.
Functional Structure AKA U-form (unitary structure)
Activities are grouped together by common function from the bottom to the top of the organization.
Organizational Environmental
All elements existing outside the boundary of the organization that have the potential to affect the organization.
Service technology
Characterized by intangible outputs and direct contact between employees and customers.
Matrix approach
Combines aspects of both functional and divisional structures simultaneously, in the same part of the organization.
Centralization
Decision authority is located near the top of the organization.
Decentralization
Decision authority is pushed downward to lower organization levels.
Small-batch production
Firms produce goods in batches of one or a few products designed to customer specification.
Permanent teams
Groups of employees who are organized in a way similar to a formal department.
Organization Chart
How the characteristics of vertical structure are portrayed.
Mass production.
Large volumes of products produced in standardized production runs. All customers receive the same product
Divisional Structure
Occurs when departments are grouped together based on similar organizational outputs.
Top leader
Oversees both the product and functional chains of command. Responsible for the entire matrix.
Customers
People and organizations in the environment that acquire goods or services from the organization.
Line authority
People in management positions have the formal authority to direct and control immediate subordinates.
Cross-functional teams
Teams consisting of employees from various functional departments who are responsible to meet as a team and resolve mutual problems.
Departmentalization
The basis for grouping positions into departments and departments into the total organization.
Technical complexity
The degree to which machinery is involved in the production to the exclusion of people. The difference among the three manufacturing technologies.
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.
Internal Environment
The elements within the organization's boundaries.
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.
Continuous process production
The entire work flow is mechanized in a sophisticated and complex form of production technology.
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 to achieve organizationally desired outcomes.
Relational coordination
The highest level of horizontal coordination. "Frequent, timely, problem-solving communication carried out through [employee] relationships of shared goals, shared knowledge, and mutual respect".
Coordination
The managerial task of adjusting and synchronizing the diverse activities among different individuals and departments.
Span of management
The number of employees reporting to a supervisor.
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 in the hierarchy.
Matrix boss
The product or functional boss, who is responsible for one side of the matrix.
Re-engineering
The radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.
Staff authority
The right to advise, recommend, and counsel in the staff specialists' area of expertise.
Flat structure
The span of control of an organization that has a wide span, is horizontally dispersed, and gas fewer hierarchical levels.
Tall structure
The span of control of an organization that has an overall narrow span and more hierarchical levels.
General Environment
Things that affect the organization indirectly.
Two-boss employees
Those who report to two supervisors simultaneously must resolve conflicting demands from the matrix bosses.
Chain of command
an unbroken line of authority that links all employees in an organization and shows who reports to whom.
Organizing
the deployment of organizational resources to achieve strategic goals
