Is an organizational design that groups similar or related occupational specialties?

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Is an organizational design that groups similar or related occupational specialties together?
What are the 4 types of organizational design?
What is specialization in organizational design?
What are the organizational designs?

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Chapter 5

Question	Answer
Organizing	The function of management that creates the organization's structure
Organizational design	When managers develop or change the organizations structure
Work specialization	Dividing work activities into separate job tasks; also called division of labor
Departmentalization	How jobs are grouped together
Functional departmentalization	grouping activities by functions performed
product departmentalization	grouping activities by major product areas.
customer departmentalization	grouping activities by customer
geographic departmentalization	grouping activities on the basis of geography of territory
Process departmentalization	Grouping activities on the basis of work or customer flow
Cross-functional teams	Teams made up of individuals from various departments and that cross traditional department lines.
chain of command	The line of authority extending from upper organizational levels to lower levels, which clarifies who reports to whom
Authority	The rights inherent in a managerial position to give orders and expect the orders to be obeyed.
responsibility	an obligation to perform assigned duties
line authority	Authority that entitles a manager to direct the work of an employee.
Staff authority	Positions with some authority that have been created to support, assist, and advise those holding line authority.
Power	An individual's capacity to influence decisions
Span of control	The number of employees a manager can efficiently and effectively supervise
centralization	The degree to which decision making takes place at upper levels of the organization
decentralization	The degree to which lower-level managers provide input or actual make decisions
Formalization	How standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures.
Mechanistic organization	a bureaucratic organization; a structure that's high in specialization, formalization, and centralization
Organic organization	A structure that's low in specialization, formalization, and centralization.
Unit production	The production of items or units in small batches
Mass production	Large-batch manufacturing
Process production	continuous flow of product being produced
Simple structure	An organizational design with low departmentalization, wide spans of control, authority centralized in a single person, and little formalization.
functional structure	an organizational design that groups similar or related occupational specialties together
Divisional structure	An organizational structure made up of separate business units or divisions.
Team structure	a structure in which the entire organization is made up of teams
Matrix structure	A structure in which specialists from different functional departments are assigned to work on projects led by a project manager.
Project structure	a structure in which employees continuously work on projects
boundaryless organization	An organization whose design is not defined by or limited by boundaries imposed by a predefined structure.
Virtual organization
Organizing	The function of management that creates the organization's structure
Organizational design	When managers develop or change the organizations structure
Work specialization	Dividing work activities into separate job tasks; also called division of labor
Departmentalization	How jobs are grouped together
Functional departmentalization	grouping activities by functions performed
product departmentalization	grouping activities by major product areas.
customer departmentalization	grouping activities by customer
geographic departmentalization	grouping activities on the basis of geography of territory
Process departmentalization	Grouping activities on the basis of work or customer flow
Cross-functional teams	Teams made up of individuals from various departments and that cross traditional department lines.
chain of command	The line of authority extending from upper organizational levels to lower levels, which clarifies who reports to whom
Authority	The rights inherent in a managerial position to give orders and expect the orders to be obeyed.
responsibility	an obligation to perform assigned duties
line authority	Authority that entitles a manager to direct the work of an employee.
Staff authority	Positions with some authority that have been created to support, assist, and advise those holding line authority.
Power	An individual's capacity to influence decisions
Span of control	The number of employees a manager can efficiently and effectively supervise
centralization	The degree to which decision making takes place at upper levels of the organization
decentralization	The degree to which lower-level managers provide input or actual make decisions
Formalization	How standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures.
Mechanistic organization	a bureaucratic organization; a structure that's high in specialization, formalization, and centralization
Organic organization	A structure that's low in specialization, formalization, and centralization.
Unit production	The production of items or units in small batches
Mass production	Large-batch manufacturing
Process production	continuous flow of product being produced
Simple structure	An organizational design with low departmentalization, wide spans of control, authority centralized in a single person, and little formalization.
functional structure	an organizational design that groups similar or related occupational specialties together
Divisional structure	An organizational structure made up of separate business units or divisions.
Team structure	a structure in which the entire organization is made up of teams
Matrix structure	A structure in which specialists from different functional departments are assigned to work on projects led by a project manager.
Project structure	a structure in which employees continuously work on projects
boundaryless organization	An organization whose design is not defined by or limited by boundaries imposed by a predefined structure.
Virtual organization	An organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work projects.
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.
Learning organization	An organization that has developed the capacity to continuously learn, adapt, and change.
Organizational culture	The shared values, principles, traditions, and ways of doing things that influence the way organizational members act.
Strong Cultures	Organizational cultures in which the key values are deeply held and widely shared.
Human resource management	the management function concerned with getting, training, motivating, and keeping competent employees
Affirmative action plan	Programs that ensure that decisions and practices enhance the employment, upgrading, and retention of members of protected groups,
Work councils	groups of nominated or elected employees who must be consulted when management makes decisions involving personnel
Board representatives	Employees who sit on a company's board of directors and represent the interest of employees
Employment planning	The process by which managers ensure they have the right numbers and kinds of people in the right places at the right time.
Human resource inventory	A report listing important information about employees such as name, education, training , skills, languages spoken, and so forth.
job analysis	An assessment that defines jobs and the behaviors necessary to perform them.
job description	A written statement that describes a job.
Job specification	A written statement of the minimum qualifications that a person must possess to perform a given job successfully
recruitment	locating, identifying, and attracting capable applicants.
selection process	screening job applicants to ensure that the most appropriate candidates are hired.
Reliability	the degree to which a selection device measures the same thing consistently
validity	the proven relationship between a selection device and some relevant criterion.
Performance-simulation tests	selection devices based on actual job behaviors
realistic job preview (RJP)	A preview of a job that provides both positive and negative information about the job and the company.
Orientation	Introducing a new employee to the job and the organization
Employee training	a learning experience that seeks a relatively permanent change in employees by improving their ability to perform on the job.
Performance management system	a system that establishes performance standards that are used to evaluate employee performance
360-degree appraisal	An appraisal device that seeks feedback from a variety of sources for the person being rated.
discipline	Actions taken by a manager to enforce an organizations standards and regulations
employee counseling	A process designed to help employees overcome performance-related problems
Compensation administration	the process of determining a cost-effective pay structure th at will attract and retain employees, provide an incentive for them to work hard, and ensure that pay levels will be perceived as fair
Skill-based pay	a pay system that rewards employees for the job skills they demonstrate
variable pay	a pay system in which an individual's compensation is contingent on performance
employee benefits	Non-financial rewards designed to enrich employees lives
downsizing	the planned elimination of jobs in an organization
layoff-survivor sickness	a set of attitudes, perceptions, and behaviors of employees who survive layoffs
Sexual harassment	Any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individual's employment, performance, or work environment.
Workplace spirituality	A spiritual culture where organizational values promote a sense of purpose through meaningful work that takes place in the context of community.

Functional Structure A functional structure is defined as a design that groups similar or related occupational specialties together.

What are the 4 types of organizational design?

What Are Some Types of Organizational Structures? The four types of organizational structures are functional, multi-divisional, flat, and matrix structures.

What is specialization in organizational design?

4) Specialization Also known as division of labor, specialization is the degree to which activities or tasks in an organization are broken down and divided into individual jobs.

What are the organizational designs?

Organization Design is a process for shaping the way organizations are structured and run. It involves many different aspects of life at work, including team formations, shift patterns, lines of reporting, decision-making procedures, communication channels, and more.

Is an organizational design that groups similar or related occupational specialties?

Chapter 5

What are the 4 types of organizational design?

What is specialization in organizational design?

What are the organizational designs?

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Is an organizational design that groups similar or related occupational specialties?

Chapter 5