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