cob 300 test 2 eliason

what is an organizational structure

the framework that determines how work, tasks, resources, authority, and departments are organized

4 characteristics or an organization

coordination, common goals, division of labor, hierarchy of authority

formal organization

official structure created by management

informal organization

relationships and communication networks that develop among employees and can be powerful even though they arent officially recognized

employees regularly go to a coworker in another department for advice even though that coworker is not their supervisor. what does this demonstrate?

informal organization

what is a bureaucracy

rational, systematic organizational structure based on clearly defined rules, authority, responsibilities, and procedures

what are the bureacracy principles

hierarchy, unity of command, specialization, employee duties and rights, managerial responsibilities, line and staff

what does the bureaucracy approach grow out of?

the classical school of management

hierarchy of authority

lower organization units are controlled by higher ones

unity of command

when subordinates recieve assigned duties from one super and is only accountable to that superior

task specialization

when labor is divided based on tasks and require specialized knowledge/skills

duties/rights of employees

rules, policies and procedures that define responsibilities and limits

managerial responsibilities

when the authority/limits of a manager are clearly defined and usually in the job description

line/staff function

lines primary do functions that help produce revenue while staff/support/and advising roles help activities that dont produce revenue

how is work within departmentalization divided

function, product/service, geographic, customer classification, work flow/process matrix

what is functional departmentalization

grouping employees into departmenta based on similar skills

advantages of departmentalization

specialization, efficient resource use, economies of scale

disadvantages of functional departmentalization

departments can become focused on their own goals, the communication between departments can be difficult, and could respond slow to change

what is mechanistic organization

rigid, formal, centralized, defined, rules/procedures, strong hierarchy, specialized work, stable and controlled

what is organic organization

flexible, informal, decentralized, high employee involvement, broad responsibilities, good communication/adaptation, high change and flexibility

A company has strict rules, specialized jobs, several management levels, and most decisions must be approved by upper management.

mechanistic

A company gives employees significant freedom, encourages collaboration, and allows lower-level employees to make decisions.

organistic

Which structure is generally better suited to a rapidly changing environment

organic because its more flexible and decentralized

Which structure is more likely to have centralized decision-making and formal rules?

mechanistic

A company has separate departments for accounting, marketing, HR, and operations. What structure?

functional departmentalization

what is divisional design

grouping departments according to similar outputs like products, customers, geographic aread

when is divisional design useful

when a company has very different products, customers, or geographic markets

disadvantages of divisional organization

higher costs, internal competion, isolated team behaviors, duplication of resources

advantages of divisional organization

fast decision making, better response, better scalibility

what are the bases for divisional departmentalization

product, customer, geographic

what is geographic departmentalization

organizing divisions based on location/region

what is customer departmnetalization

organizing divisions based on different type of customers

what is product departmentalization

organizing divisions based on different products/product groups

what is a major disadvantage of divisional structure

duplication of services, increasing costs/inconsistency

why does duplication occur in divisional structure

each division may independently maintain support functions such as HR, accounting, or IT

what is a matrix structure

a structure that combines divisions with shared functional resources/services

why might companies use maxtrix structures?

to reduce duplication and share specialized resources across divisions

whats the problem with the matrix structure

employees could have more than 1 boss which causes an issue within the unity of command

You work in IT. You report to the head of IT but also take direction from the manager of the product division you're assigned to.

what structure is this

matrix

What problem does a matrix structure create that a traditional bureaucracy tries to avoid?

Violation/conflict with unity of command because employees may have more than one supervisor.

what is team based structure

an organization based around teams that accomplish tasks and coordinate work across departments

what are important features/ benefits of team-based structures

shared goals, greater independence, many perspectives, team leadership, cross-functional coordination

what is a network structure

a small central organization/hub electronically connected to outside organizations that perform key functions

A company keeps a small central office but contracts outside organizations to perform manufacturing, logistics, and other major functions.

network structure

what is the chain of command

the formal flow of authority through an organization

what is the unity of command

when each employee takes authority/direction from one supervisor

what is delegation

giving another employee responsibility to perform a task or make a decision

why is delegation important

it allows managers to distribute work and authority instead of trying to make every decision by themselves

centralization

decision making authority thats concentrated at higher levels

decentralized

decision making authority distributed to lower levels

Store managers must ask corporate headquarters before making almost any significant decision.

centralization

Store managers can independently solve customer problems, adjust operations, and make many decisions.

decentralization

what is span of control

the number of employees who report directly to one manager

what is a wide span of control

one manager that supervises many employees

what is narrow span of control

one manager supervises fewer employees

when is a wider span of control easier to manage

when employees have similar jobs, are expirienced, require less individual supervision

when is a narrow span of control better

when jobs are different/complex and employees need more sueprvision

what is staff

staff describes the employee's relationship to the organization's primary output, not their importance

what is job design

the way a job is strctured which includes tasks, responsibilities, authority, and work characteristics

what is work specialization

the degree to which organizational work is divided into seperate job/tasks

what is job specialization

having an employee perform a relativley small/specific part of a larger task

what is skill variety

the number of different skills and activities required by a job

what is task identity

the extent to which a job involves comleting a whole identifiable piece of work from beginning to end

what is task signifigance

the extent to which a job has a meaningful impact on other people

what is autonomy

the amount of freedom and independence an employee has over and when work is done

what is feedback in job design

information employees recieve about how effectively they are performing their work

what is job crafting

employees proactively change aspects of their job to make the work more effective or meaningful

what is job enrichment

adding more responsibility, autonomy, control to an employees load to help them feel more satisfied with their work

what is job rotation

moving employees between different roles, tasks, and departments

what is job enlargement

expanding an employees role by adding tasks at the same level of responsibility, skill, and pay

what is outsourcing

using an outside person or company to perform work that could otherwise be done internally

tall structure

many layers and a narrow span of control

horizontal/flat structure

few layers and a wide span of control

HR management

low-turnover, absenteeism, employee satisfaction, job productivity

fufillment seekers

people who look for self-satisfaction, not motivated by rewards

high achievers

goal oriented, concerned about advancement, want to move up the ladder and look for higher positions

clock punchers

people who dont look for work satisfaction, hard to motivate, only do work because they have too

risk takers

entreprenuers, sales staff, willing to talk to people to buy/sell, they dont care about the people

ladder climbers

care about promotions and see power in status

paycheck cashers

use money to support lifestyle

flexibile work hours

adjusting work hours aaround core hours

compressed work week

less days more hours per day

alternative workplace/telecommuting

working at different locations, scenery, food, and people find that rewarding

shared office space and hoteling

shared office spaces for temporary use

job sharing

when more than one employee performs the same job

part time/temp work

working with reduced hours

shift work

provides coverage during non-standard work hours

egronomic design

the practice of structuring work tasks, environments, processes, and management systems to match human physical and mental capabilities

goal of ergonomic design

increase productivity and efficiency while reducing worker fatigue, stress, and injury

what is motivation

the intensity, direction, and persistence of effort toward achieving a goal

what is intensity

how hard someone tries

what is direction

whether effort is focused toward organizationally useful goals

what is persistence

how long someone continues to exert effort

whats the basic formula for performance

motivtion x ability

motivation is the result of what

the interaction between the individual and situation

what theories are needs/content theories

maslow, mcclelland, erg, herzberg

what theories focus on processes of motivation

equity, expectancy, goal-setting, reinforcement approaches

what is maslows basic idea

people have different levels of needs and unmet needs can motivate behavior

maslows needs in order

an employee is primarily concerned with having enough money for food and basic necessities, what type of need is this

physiological need