Ch. 9 Fisher

Organizing

arranging and structuring work to accomplish organizational goals

Organizational Structure

formal arangemnt of jobs within an organization

Work Specialization

degree to which tasks in organization are / into seperate jobs with each step compleated.

Overspecialization

result in human diseconomis from boredom, fatige, stress, poor quality, absenteeism, and higher turnover

Departmentalization

How much and how are you doing it?

Simple Structure
(department-)

low departmentilzation, wide span of control, cenralized authority, littl formalization

Functional Structure
(department-)

operation, finace, marketing, human resou., product research, development

Divisional Structure
(departmentalization)

seperate buisness units or divisions with limited autonomy under the coordination and control the parent corporation

Chain of Command

continuous line of authority that extend from upper level to the lower level and clarifies who reports whom.

Authority

rights inherent in managerial position to tell what to do and to expect them to do it

Responsibility

obligation or expectation to perform

Unity of Command

concepet that a person should have one boss and should report only to that person

Span of control

# of employees who effectively&efficently supervised by a manager

Centralization

which decision making is concentrated at upper level

Decentraliztion

decisions making is pushed down to the managers who are closest to the action

Employee Empowerment

increasing the decesion making authority/power of employees

Formalization

degree to which jobs within the organization are standarized and extend to which employee behavior is guided by rules and procedures

High Formalization

jobs offer little discretion over what is to be done

Low Formalization

fewer constraints on how employees do their work

Degree of Environmental Uncertainty

organic structures; mechanistic structures need stable environments

Strategy of Structure

achievment of strategic goals by changes in org. structure that accomadate support change.

Routine technology
(test)

mechanistic organizations
(test)

non-routine technology

organic organizations

Virtual Organization

consists of small core of full-time employees that temporarily hire specialists to work on opportunites that rise

Network

small organization that outcorses its major business functions in order to concentrate on what it does best

Modular

outside suppliers to provide product components for its fina assembly operations