Organization Structures and Design
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| organizing | arranges people and resources to work toward a goal | |
| organization structure | a system of tasks, reporting relationships, and communication linkages | |
| organizational chart | describes the arrangement of work positions within an organization | |
| formal structure | the official structure of the organization | |
| informal structure | the set of unofficial relationships among an organization's members | |
| social network analysis | identifies the informal structures and their embedded social relationships that are active in an organization | |
| departmentalization | the process of grouping people and jobs into work units | |
| functional structure | groups together people with similar skills who perform similar tasks | |
| functional chimneys problem | a lack of communication and coordination across functions (aka functional silos problem) | |
| divisional structure | groups together people working on the same product, in the same area, with similar customers, or on the same processes | |
| product structure | groups together people and jobs focused on a single product or service | |
| geographical structure | groups together people and jobs performed in the same location | |
| customer structure | groups together people and jobs that serve the same customers or clients | |
| work process | a group of related tasks that collectively creates a valuable work product | |
| process structure | groups jobs and activities that are part of the same processes | |
| matrix structure | combines functional and divisional approaches to emphasize project or program teams | |
| team structure | uses permanent and temporary cross-functional teams to improve lateral relations | |
| cross-functional team | brings together members from different functional departments | |
| project teams | are convened for a particular task or project and disband once it is completed | |
| network structure | uses information technologies to link with networks of outside suppliers and service contractors | |
| strategic alliance | a cooperation agreement with another organization to jointly pursue activities of mutual interest | |
| boundaryless organization | eliminates internal boundaries among subsystems and external boundaries with the external environment | |
| virtual organization | uses IT and the Internet to engage a shifting network of strategic alliances | |
| organizational\design | the process of creating structures that accomplish mission and objectives | |
| bureaucracy | emphasizes formal authority, order, fairness, and efficiency | |
| mechanistic design | centralized, with many rules and procedures, a clear-cut division of labor, narrow spans of control, and formal coordination | |
| organic design | decentralized, with fewer rules and procedures, open divisions of labor, wide spans of control, and more personal coordination | |
| adaptive organization | operates with a minimum of bureaucratic features and encourages worker empowerment and teamwork | |
| chain of command | links all persons with successively higher levels of authority | |
| span of control | the number of subordinates directly reporting to a manager | |
| tall structures | have narrow spans of control and few hierarchical levels | |
| flat structures | have wide spans of control and few hierarchical levels | |
| delegation | the process of distributing and entrusting work to others | |
| empowerment | allows others to make de3cisions and exercise discretion in their work | |
| centralization | the concentration of authority for most decisions at the top level of an organization | |
| decentralization | the dispersion of authority to make decisions throughout all organization levels | |
| staff positions | provide technical expertise for other parts of the organization |
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