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Terms in this set (25)organizational structure (OS) defines how job tasks are formally divided, grouped, and coordinated work specialization (OS) division of labor, describes the degree to which activities in the organization are divided into separate jobs, "to what degree are activities subdivided into separate jobs" departmentalization (OS) the basis by which jobs in an organization are grouped together, grouped by functions, product or service, geography, "on what basis will jobs be grouped together?" chain of command (OS) unbroken line of authority that extends from the top of the organization to the lowest and clarifies who reports to whom; a person should only have one superior person that they report to; "to whom do individuals and groups report?" span of control (OS) describes the number of levels and managers an organization has; the wider or larger the span, the fewer levels, the more employees each level has, and the more efficient the organization in terms of cost; a narrow span the manager can maintain close control, expensive because they add levels to management, vertical communication is more complex, encourage overly tight supervision and discourage employee autonomy "how many individuals can a manager efficiently and effectively direct?" centralization and decentralization (OS) Centralized: degree to which decision making is concentrated at a single point in the organization; top managers make all the decisions, better at avoiding bad choices Decentralized: decision making is pushed down to the managers closet to the action or to workgroups, can act more quickly to solve problems, more people provide input into decisions, employees are less likely to feel alienated, better for avoiding lost opportunities, necessary for companies with offshore sites because localized decision making is need to respond to each region's profit opportunities formalization (OS) degree to which jobs within the organization are standardized; highly formalized-the employee has a minimal amount of discretion over what to do and when and how to do it eliminates the possibility of employees engaging in alternative behaviors, it also removes the need to consider them low formalization-job behaviors are relatively unprogrammed and employees have a great deal of freedom at work to what degree will there be rules and regulations to direct employees and managers boundary spanning (OS) when individuals form relationships outside their formally assigned groups and with other organizations ex: HR executive who frequently engages with the IT group Do individuals from different areas need to regularly interact simple structure an organizational structure characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization; fast, flexible, and inexpensive to operate, accountability is clear bureaucracy highly routine operating tasks achieved through specialization, strictly formalized rules and regulations, tasks grouped into units, centralized authority, narrow spans of control, decision making that follows chain of command ability to perform standardized activities in a highly efficient manner functional structure groups employees by their similar specialties, roles, or tasks; focused on one product or service; creates rigid, formal communications divisional strucuture groups employees into units by product, service, customer, or geographical market area; highly departmentalized helpful when units are in different countries with very different markets matrix structure combines the functional and product structures we find in advertising agencies, aerospace firms, R&D laboratories virtual structure small, core organization that outsources its major business functions highly centralized , with little departmentalization minimizes bureaucratic overhead because there is no lasting organization to maintain, lessens long term risks and their costs outsources all the primary functions of the business team structure seeks to eliminate the chain of command and replace departments with empowered teams; removes vertical and horizontal boundaries in addition to breaking down external barriers between the company and its customers suppliers People can work at uniform mobile work stations, and project teams, not functions or departments; cross functional teams circular structure organizational structure in which executives are at the center, spreading their vision outward in rings grouped by functions (managers, specialists, then workers) downsizing systematic effort to make an organization leaner by closing locations, reducing staff, or selling off business units that don't add value doesn't always have to mean physically shrinking the office why downsize: direct all their efforts toward their core competencies, reduce bureaucracy and speed decision making problem: effect of employees attitudes, lead to more voluntary turnover, stress in the workplace mechanistic model (organization design) structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization -high specialization organic model (organization design) structure that is flat, uses cross-hierarchical and cross-functional teams, low formalization, possesses a comprehensive information network, relies on participative decision making -cross functional teams innovation strategy (organization strategy) strategy that emphasizes the introduction of major new products and services; use competitive pay and benefits to attract and motivate employees to take risks organic organization structure cost-minimization strategy (organization strategy) strategy that emphasizes tight cost controls, avoidance of unnecessary innovation or marketing expenses, and price cutting; pursue fewer policies meant to develop commitment among their workplace mechanistic organization structure imitation strategy (organization strategy) strategy that seeks to move into new products or new markets only after their viability has already been proven; minimize risk and maximize opportunity for profit, moving new products or entering new markets only after innovators have proven their viability follow smaller and more innovative competitors with superior products, but only after competitors have demonstrated the market is there mechanistic and organic organization structure technology describes the way an organization transfers inputs into outputs environment includes outside institutions or forces that can affect its structure three dimensions: scarce, dynamic, and complex environments face the greatest degree of uncertainty because they have high unpredictability, little room for error, and diverse set of elements to monitor constantly institutions cultural factors that lead many organizations to have similar structures, especially those factors that might not lead to adaptive consequences; cultural factors that act as guidelines for appropriate behavior Sets with similar termsChapter 15: Foundations of Organization Structure26 terms ghostface_9 Organizational Behavior Chapter 1542 terms ballzier OB Foundations of Organizational Structure45 terms Alsaihatif MGT 325 Chapter 1534 terms koolskiier42 Other sets by this creatorCh. 9 HR19 terms arbuckme Ch. 8 HR24 terms arbuckme HR Ch. 722 terms arbuckme HR Ch. 621 terms arbuckme Recommended textbook solutions Human Resource Management15th EditionJohn David Jackson, Patricia Meglich, Robert Mathis, Sean Valentine 249 solutions Information Technology Project Management: Providing Measurable Organizational Value5th EditionJack T. 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What kind of departmentalization happens when an organization is divided?Answer and Explanation: Process departmentalization is a method or practice of conducting a process by separating related operations into different groups or specialized functional areas. When a business is separated into activities related to different products, this is referred to as process departmentalization.
What provides the total framework by which job tasks are divided grouped and coordinated quizlet?What is organizational structure? -a skeleton in that it provides the total framework by which job tasks are divided, grouped, and coordinated within an organization.
Which term refers to the specification of jobs to be done within an organization?The answer is E) Organizational structure.
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What is used to describe the extent to which jobs in an organization are divided into separate tasks quizlet?
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