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Chapter 11
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authority
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the right to give commands, take action, and make decisions to achieve organizational objectives
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behavioural formality
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workplace atmosphere characterized by routine and regimen, specific rules about how to behave, and interpersonal detachment
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behavioural informality
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workplace atmosphere characterized by spontaneity, casualness, and interpersonal familiarity
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boundaryless organization
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a speedy, responsive, and flexible organization in which vertical, horizontal, external, and geographic boundaries are removed or minimized
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centralization of authority
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the location of most authority at the upper levels of the organization
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chain of command
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the vertical line of authority that clarifies who reports to whom throughout the organization
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customer departmentalization
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organizing work and workers into separate units responsible for particular kinds of customers
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decentralization
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the location of a significant amount of authority in the lower levels of the organization
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delegation of authority
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the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible
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departmentalization
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subdividing work and workers into separate organizational units responsible for completing particular tasks
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empowering workers
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permanently passing decision-making authority and responsibility from managers to workers by giving them the information and resources they need to make and carry out good decisions
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functional departmentalization
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organizing work and workers into separate units responsible for particular business functions or areas of expertise
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geographic departmentalization
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organizing work and workers into separate units responsible for doing business in particular geographical areas
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interorganizational process
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a collection of activities that take place among companies to transform inputs into outputs that customers value
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intraorganizational process
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the collection of activities that take place within an organization to transform inputs into outputs that customers value
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job design
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the number, kind, and variety of tasks that individual workers perform in doing their jobs
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job enlargement
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increasing the number of different tasks that a worker performs within one particular job
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job enrichment
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increasing the number of tasks in a particular job and giving workers the authority and control to make meaningful decisions about their work
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job rotation
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periodically moving workers from one specialized job to another to give them more variety and the opportunity to use different skills
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job specialization
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a job composed of a small part of a larger task or process
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line authority
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the right to command immediate subordinates in the chain of command
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line function
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an activity that contributes directly to creating or selling the company’s products
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matrix departmentalization
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a hybrid organizational structure in which two or more forms of departmentalization, most often product and functional, are used together
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mechanistic organization
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organization characterized by specialized jobs and responsibilities, precisely defined, unchanging roles, and a rigid chain of command based on centralized authority and vertical communication
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modular organization
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an organization that outsources noncore business activities to outside companies, suppliers, specialists, or consultants
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open office systems
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offices in which the physical barriers that separate workers have been removed in order to increase communication and interaction
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organic organization
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organization characterized by broadly defined jobs and responsibility, loosely defined, frequently changing roles, and decentralized authority and horizontal communication based on task knowledge
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organizational process
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the collection of activities that transforms inputs into outputs that customers value
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organizational structure
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the vertical and horizontal configuration of departments, authority, and jobs within a company
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pooled interdependence
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work completed by having each job or department independently contribute to the whole
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private spaces
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spaces used by and open to just one employee
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product departmentalization
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organizing work and workers into separate units responsible for producing particular products or services
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reciprocal interdependence
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work completed by different jobs or groups working together in a back-and-forth manner
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reengineering
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fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance, such as cost, quality, service, and speed
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sequential interdependence
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work completed in succession, with one group or job’s outputs becoming the inputs for the next group or job
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shared spaces
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spaces used by and open to all employees
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span of control
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the number of people reporting to a specific supervisor
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staff authority
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the right to advise, but not command, others who are not subordinates in the chain of command
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staff function
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an activity that does not contribute directly to creating or selling the company’s products, but instead supports line activities
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standardization
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solving problems by consistently applying the same rules, procedures, and processes
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task interdependence
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the extent to which collective action is required to complete an entire piece of work
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unity of command
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a management principle that workers should report to just one boss
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virtual organization
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an organization that is part of a network in which many companies share skills, costs, capabilities, markets, and customers to collectively solve customer problems or provide specific products or services
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