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Chapter 9,10,11,12

Chapter 9,10,11,12 - Organizational Structure the vertical...

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CHAPTER 9 Organizational Structure - the vertical and horizontal configuration of departments, authority, and jobs within a company Organizational Process- a collection of activities that transform inputs into outputs that customer’s value Departmentalization- Functional Departmentalization- separate units responsible for particular business functions or areas of expertise is a method of subdividing work and workers into separate organizational units that take responsibility for completing particular tasks Product Departmentalization- separate units responsible for producing particular products or services Customer Departmentalization- separate units responsible for particular kinds of customers Geographic Departmentalization- separate units responsible for doing business in particular geographic areas Matrix Departmentalization- hybrid structure in which two or more forms of departmentalization are used together o Simple matrix- managers negotiate conflicts and resources o Complex matrix- mangers report to matrix managers who help them sort out the problem Organizational Authority - 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 Unity of command- workers report to one boss Line authority- the right to command immediate subordinates in the chain of command Staff authority- right to advise but not command Line Function- is an activity that contributes directly to creating or selling the company’s products Staff Function- activity that does not contribute directly to creating or selling the company products Delegation of authority- assignment of direct authority and responsibility to a subordinate to complete tasks Centralization of authority- Decentralization- location of a significant amount of authority in the lower levels of the organization location of most authority at the upper levels of the organization Standardization- solving problems by consistently applying the same rules, procedures, and processes
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Job Design- the number, kind, and variety of tasks that individual workers perform in doing their jobs Job specialization- a job is composed of a small part of a larger task Job rotation- moving workers from one specialized job to another Job enlargement- increased number of tasks that a worker performs Job enrichment- increasing number of tasks and giving workers authority and control to make meaningful decisions Internal Motivation- comes from the job itself and not the rewards Job characteristics model- Core job Characteristics: formulate jobs in ways that motivate workers and lead to positive work outcomes o Skill variety- number of different activities preformed o Task Identity- the degree to which a job requires the completion of a whole and identifiable piece of work o Task significance- degree of the substantial impact of the job on others or the organization o
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