Chapter 15 - Foundations of organization structure

________: degree to which jobs within an organization are standardized.

________: basis by which jobs in an organization are grouped together.

________: degree to which decision making is concentrated at a single point in an organization.

________: way in which an organization transfers its inputs into outputs.

________- less organization: organization that seeks to eliminate the chain of command, have limitless spans of control and replace departments with empowered teams.

________: institutions or forces outside an organization that potentially affect the organizations performance.

________: idea that a subordinate should have only one superior to whom he /she is directly responsible.

________: way in which job tasks are formally divided, grouped and coordinated.

________: structure that is flat, uses cross- hierarchical and cross- functional teams, has low formalization, possesses a comprehensive information network and relies on participative decision making.

________: structure characterized by extensive departmentalization, high formalization, limited information network and centralization.

________: organization structure with highly routine operating tasks achieved through specialization, very formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control and decision making that follows the chain of command.

________: number of subordinates a manager can efficiently and effectively direct.

________: unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom.

Way in which job tasks are formally divided, grouped and coordinated

Degree to which tasks in an organization are subdivided into separate jobs

Basis by which jobs in an organization are grouped together

Unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom

Rights inherent in a managerial position to give orders and to expect the orders to be obeyed

Idea that a subordinate should have only one superior to whom he/she is directly responsible

Number of subordinates a manager can efficiently and effectively direct

Degree to which decision making is concentrated at a single point in an organization

Degree to which jobs within an organization are standardized

Structure characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person and little formalization

Organization structure with highly routine operating tasks achieved through specialization, very formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control and decision making that follows the chain of command

Structure that creates dual lines of authority and combines functional and product departmentalization

Small, core organization that outsources major business functions

Organization that seeks to eliminate the chain of command, have limitless spans of control and replace departments with empowered teams

Structure characterized by extensive departmentalization, high formalization, limited information network and centralization

Structure that is flat, uses cross-hierarchical and cross-functional teams, has low formalization, possesses a comprehensive information network and relies on participative decision making

Strategy that emphasizes the introduction of major new products and services

Strategy that emphasizes tight cost controls, avoidance of unnecessary innovation or marketing expenses, and price cutting

Strategy that seeks to move into new products or new markets only after their viability has already been proven

Way in which an organization transfers its inputs into outputs

Institutions or forces outside an organization that potentially affect the organization's performance