Organizational Structure, Culture, and Development

Flashcards for reviewing key vocabulary related to organizational structure, culture, and development.

Organizational Structure

A collection of people involved in pursuing defined objectives through formal human relationships.

Organizational Structure

Refers to the arrangement of positions in an organization and the authority and responsibility relationships among them.

Chain of Command

The number of authority levels in an organization.

Span of Control

The number of workers who must report to a single supervisor.

Traditional Organizations

Characterized by formally defined roles, are very rule-driven, and are stable and resistant to change.

Nontraditional Organizations

Exhibit less formalized work roles and procedures, are flexible and adaptable.

Functional Organizations

Divides into departments based on the functions or tasks performed.

Divisional Organizations

Divides the organization according to types of products or customers.

Centralized

Decision-making power rests at the upper levels of the organizational hierarchy.

Decentralized

The process of taking the decision-making power out of the hands of the top level and distributing some of it to lower levels.

The Bureaucracy

A traditional structure characterized by a well-defined authority hierarchy and strict rules governing work behavior.

Specialization of Labor

The complex goals of the organization are broken down into separate jobs.

Well-Defined Authority Hierarchy

Characterized by a pyramid-type arrangement in which a lower position is controlled and supervised by the next higher level.

Formal Rules and Procedures

Strict rules and regulations to ensure uniformity and to regulate work behavior.

Impersonality

Behavior is based on logical rather than emotional thinking.

Employment Decisions Based on Merit

Hiring and promotion decisions are based on who is best qualified for the job rather than on personal preferences.

Emphasis on Written Records

Bureaucracies keep meticulous records of past decisions and actions to ensure uniformity of action and fair treatment.

Line Structure

Workers who are engaged directly in tasks that accomplish organizational goals.

Staff Structure

Specialized worker positions designed to support the line.

Team Organization

A nontraditional structure consisting of a team of members organized around a particular project or product.

Organizational Culture

The shared values, beliefs, assumptions, and patterns of behavior within an organization.

Artefacts

Overt, visible, describable aspects of the organization such as branding, office design, and dress code.

Espoused Values

How people would describe the organization, in current or aspirational terms, including missions, goals, and value statements.

Underlying Assumptions

Unconscious, unspoken, hard-to-articulate elements of the organization.

Organizational Development

A process of assisting organizations to develop, adapt, innovate, and manage change.

Survey Feedback

A process by which the consultant works with the organization to develop and administer a survey instrument to collect data.

T-Groups (Training Group)

A technique that uses unstructured group interaction to assist workers in achieving insight into their own motivations and behavior patterns.

Teambuilding

A technique in which teams of workers discuss how to improve team performance by analyzing group interaction.

Management by Objectives (MBO)

A goal-setting OD technique in which supervisors and subordinates jointly set performance goals, and their achievement is evaluated.