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Chapter 10 - Managing Organizational Structure and Culture Terms in this set (32)organizational architecture The organizational structure, control systems, culture, and human resource management systems that together determine how efficiently and effectively organizational resources are used. organizational structure A formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals. organizational design The process by which manageers make specific organizing choices that result in a particular kind of organizational structure. job design The process by which maangers decide how to divide tasks into specific jobs. job simplification The process of reducing the number of tasks that each worker performs. job enlargement Increasing the number of different tasks in a given job by changing the division of labor. job enrichment Increasing the degree of responsibility a worker has over his or her job. functional structure An organizational structure composed of all the departments that an organization requires to produce its goods or services. divisional structure An organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer. product structure An organizational structure in which each product line or business is handled by a self-contained division. geographic structure An organizational structure in which each region of a country or area of the world is served by a self-contained division. market structure An organizational structure in which each kind of customer is served by a self-contained division; also called customer structure. matrix structure An organizational structure that simultaneously groups people and resources by function and product. product team structure An organizational structure in which employees are permanently assigned to a cross-functional team and report only to the product team manager or to noe of his or her direct subordinates. cross-functional team A group of managers brought together from different departments to perform organizational tasks. hybrid structure The structure of a large organization that has many divisions and simultaneously uses many different organizational structures. authority The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources. hierarchy of authority An organization's chain of command, specifying the relative authority of each manager. span of control The number of subordinates who report directly to a manager. line manager Someone in the direct line or chain of command who has formal authority over people and resources at lower levels. staff manager Someone responsible for managing a specialist function, such as finance or marketing. decentralizing authority Giving lower-level managers and nonmangerial employees the right to make improtant decisions about how to use organizational resources. integrating mechanism Organizaing tools that managers can use to increase communication and coordination among functions and divisions. task force A committee of managers from various functions or divisions who meet to solve a sepcfic mutual problem; also called ad hoc committee. organizational ethics The moral values, beliefs, and rules that establish the appropriate way for an organization and its members to deal with each other and with people outside the organization. Types of integrating mechanisms Liaison roles; Task forces; Cross-functional teams; Integrating roles and departments adaptive cultures Those organizations whose values and norms help an organization to build momentum and to grow and change as needed. inert cultures Those organizations whose values and norms failt o motivate or inspire employees. task variety The number of new problems a manager experiences in performing his/her job. task identity The extent to which a job requires a worker to perform all of the tasks that are required to complete the job. task significance The degree to which a manager feels that his or her job is "meaningful" because of the way i nwhich the job affects other people. autonomy The degree to which a job allows the worker to schedule the tasks of the job and to decide how to carry out these tasks. Sets with similar termsMGT 3003 Ch 1025 terms MeloTea Ch.10: Managing Organizational Structure and Cultu…23 terms k_scott13 Chapter 10 management and org53 terms syd_ryan * MGT C - 1043 terms MTCarol
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The Delphi approach involves the use of a series of questionnaires to achieve a consensus forecast. True False 2 answers QUESTION What are the 5 components of internal control? 15 answers QUESTION Which of these is a primary characteristic of groupthink? 8 answers QUESTION Which form of organizational structure is actually a combination of two other forms? 8 answers When managers increase the number of tasks in a given job by changing the division of labor This is referred to as job?job enlargement. Increasing the number of different tasks in a given job by changing the division of labor.
Is the process of increasing the number of tasks in a job?Job enlargement is a job design technique wherein there is an increase in the number of tasks associated with a certain job. In other words, it means increasing the scope of one's duties and responsibilities.
Is the process by which managers decide how do you divide tasks into a specific division of labor?Job Design. The process by which managers decide how to divide tasks into specific jobs.. The appropriate division of labor results in an effective and efficient workforce.. Is increasing the degree of responsibility a worker has over his or her job quizlet?The moral values, beliefs, and rules that establish the appropriate way for an organization and its members to deal with each other and with people outside the organization. Increasing the degree of responsibility that a worker has his job is known as job enrichment.
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Is increasing the number of different tasks in a given job by changing the division of labor.
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