MGT 300- Ch.7

____ depicts the authority-responsibility relationships that link superiors and subordinates together throughout the entire organization

Chain of command

____ is defined as the authority-responsibility relationships that link superiors and subordinates together throughout the entire organization

Chain of command

____ is the authority a staff specialist has to command other units in matters regarding functional activity in which the staff specializes

Functional authority

___ is the duty that is created when an employee accepts the managers delegation of authority

Responsibility

____ structures improve horizontal coordination, cooperation, and communication; they enable organizations to be flexible and respond more rapidly to environmental challenges

Team

Why managers fail to delegate: The manager may believe they can do it ___ themselves

better

Why employees may not welcome delegation: There is a chance they might not be successful thus receiving ___

criticism

Why managers fail to delegate: The manager may feel more ___ if he/she retains decision making for him/herself

powerful

Why employees may not welcome delegation: Lack of self confidence and they might feel a great deal of ___ when granted greater decision making authority

pressure

Why managers fail to delegate: The manager may not care to face the ___ that employees results may be poor

risk

Why employees may not welcome delegation: Delegating can mean increased ___ on employees

stress

This structure is widely used today because it improves horizontal coordination, cooperation, and communication with the use of permanent or temporary cross-functional ___

teams

Line authority is the right to ___ someone what to do

tell

What is a disadvantage of *matrix* departmentalization?

the assignment of team members to more than one project

The form of departmentalization that groups together all the functions associated with a single-product line, customer group, or geographic territory is called:

the divisional structure

What are the 3 traditional forms of departmentalization?

vertical functional, divisional, matrix

A chain of command avoids ___ and is important for transparency

ambiguity

One of managements main functions is to coordinate _____ for effective operation

available organizational resources

Employees and managers carry out the activities for which they are best qualified and most adept

Specialization

___ is the right of staff units to advise, make recommendations to, or counsel others in their areas of expertise; it does not give the staff member the authority to dictate or command them to take certain actions

Staff authority

The concept that 2 or more people working together in a cooperative, coordinated way can accomplish more than the sum of their independent efforts

Synergy

____ is the concept that two or more people, working together in a cooperative, coordinated way can accomplish more than the sum of their independent efforts

Synergy

The chain of command flows from the ___ down to the lowest worker in the organization

CEO

____ is the obligation an employee (delegate) has to perform, report, and justify task outcomes to the manager (delegator)

Accountability

___/decentralized organizational structures aka fully decentralized structures mean *NO MANAGEMENT*

Flat

___ is the right to do something or tell someone to do something in order to reach the organizations objectives

Authority

___ is defined as concentrating the power and authority near or at the top of the organization

Centralization

____ concentrating the power, authority, and decision making at or near the top of the organization

Centralization

Span size varies upon particular situation

Contingency approach

____ is dispersing the power and decision-making to successively lower levels of the organization

Decentralization

____ is dispersing the power, authority, and decision making to the lower levels of the organization (empowerment)

Decentralization

____ is the process by which managers assign authority, responsibility and activities downward in the organization

Delegation

___ is defined as the organization process of determining how activities are to be grouped

Departmentalization

What would Jack Welch of GE (General Electric) do that represents *rank & yank*?

He would fire bottom 10% of managers yearly

What would Jack Welch of GE (General Electric) do that represents *positive reinforcement*?

He would reward the top 20% of managers with bonuses and stock options

___ are groups of individuals with a common goal bound together by a set of authority-responsibility relationships

Organizations

____ is the authority managers exercise over their immediate employees; it is command authority and corresponds directly to the chain of command

Line authority

___ structures include a hub or central business unit which is linked to a network of functional suppliers; because of the internet this can be accomplished with very low embedded costs

Network

The ___ of authority suggests that a managers authority originates only when it has been accepted by the group of individual over whom it is being exercised (Barnard)

acceptance theory

Delegating tasks enable managers to ___ more than if they attempted to handle every task personally

accomplish

Why employees may not welcome delegation: Delegation adds to their responsibilities and ___

accountability

Staff authority is the right to ___ someone on what should be done or how it should be done

advise

Why managers fail to delegate: The manager may feel that the workers may not want the power to make ____

decisions

Centralization and decentralization refer to the extent to which ____ has taken place throughout the organization

delegation

The organizational process of determining how activities are to be grouped is referred to as:

departmentalization

The principle that dividing work into components and assigning them to members of a group allows more to be accomplished than if each person tried to do the whole job alone

division of labor

This form of *departmentalization* groups together functions by a single product line, type of customer, or geographic territory in order to form organizational units; semiautonomous mini organizations

divisional

The ____ of authority is that authority is conferred; authority exists because someone has granted

formal theory

Delegation allows subordinates to ___ and develop

grow

Delegation allows managers to focus attention on most crucial ____ priority tasks

high

The trend for today is for ____ spans of control

larger

Functional authority gives a staff person a ___ amount of line authority over a specialized functional

limited

The ___ structure is a hybrid type of departmentalization in which employees from several specialties are brought together to complete limited-life tasks. It usually evolves from one or more of the other types of departmentalization and is used to demand for unique blends of skill from different specialties in the organization (e.g. project management)

matrix

The ____ structure of departmentalization is a hybrid between functional and divisional approaches; it is usually in response to demands for unique blends of skill from different specialties (special projects)

matrix

What is a disadvantage of *divisional* departmentalization?

may cause duplication of resources and equipment

Generally, the span of management becomes ____ as one moves from the bottom to the top of the organization

narrower

The ___ structure includes a central business unit (hub) linked to a network of functional suppliers

network

An ____ shows key aspects of the organization that depicts the following: 1. Division of labor 2. Chain of command 3. Management levels 4. Reporting relationships 5. Level of bureaucracy

organizational chart

The ___, also known as the span of control or span of authority has to do with the number of subordinates answering directly or reporting directly to the supervisor; there is a limit to the number of people a manager can effectively supervise

span of management

Why managers fail to delegate: The manager may fear that employees will do so well that their own position may be ____

threatened

What is a disadvantage of *vertical functional* departmentalization?

training of managers to take over is limited

Why managers fail to delegate: -Lack of ___ -Society's ____

trust; culture

The ___ structure is a form of departmentalization that groups together common functions or similar activities to form an organizational unit

vertical functional

This form of *departmentalization* groups common functions to form the organizational units; ex: sales and marketing, production, accounting, etc; thus, all individuals performing similar work are grouped together.

vertical functional

Which form of *departmentalization* minimizes costly duplication of personnel and equipment?

vertical functional