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Organizational structure
the vertical and horizontal configuration of departments, authority, and jobs within a company
Organizational process
the collection of activities that transform inputs into outputs that customers value
Departmentalization
subdividing work and workers into separate organizational units responsible for completing particular tasks
Product departmentalization
separate units responsible for producing particular products or services
Customer departmentalization
separating units responsible for particular kinds of customers
Geographic departmentalization
responsible for doing business in particular geographic areas
Authority
the right to give commands, take action, and make decisions to achieve organizational objectives
Chain of command
the vertical line of authority that clarifies who reports to whom throughout the organization
Line authority
the right to command immediate subordinates in the chain of command
Staff authority
the right to advise, but not command, others who are not subordinates in the chain of command
Job design
the number, kind, and variety of tasks that individual workers perform in doing their jobs
Job enlargement
increasing the number of different tasks that a worker performs within one particular job
Skill variety
the number of different activities performed in a job
Empowering workers
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
Behavioral informality
a workplace atmosphere characterized by spontaneity, casualness, and interpersonal familiarity
Behavioral formality
Characterized by routine and regimen, specific rules about how to behave, and impersonal attachment
Open office systems
offices in which the physical barriers that separate workers have been removed in order to increase communication and interaction
Shared spaces
spaces used by and open all employees
Private spaces
spaces used by and open to just one employee
Work team
a small number of people with complementary skills who hold themselves mutually accountable for pursing a common purpose, achieving performance goals, and improving interdependent work processes
91%
of organizations are significantly improving their effectiveness by using work teams
Cross-training
training team members to do all or most of the jobs performed by the other team members
Social loafing
behavior in which team members withhold their efforts and fail to perform their share of the work
Traditional work group
a group composed of two or more people who work together to achieve a shared goal
Employee involvement team
Team that provides advice or makes suggestions to management concerning specific issues
Self-managing teams
a team that manages and controls all of the major tasks of producing a product or service
Virtual team
a team composed of geographically and/or organizationally dispersed coworkers who use telecommunication and information technology to communicate
Project team
a team created to complete specific, one-time projects or tasks within a limited time
