OS ch. 4

32 flashcards · Other · by Daniel F.

1. Differentiation

   The process by which an organization allocates people and resources to organizational tasks and establishes the task and authority relationships that allow the organization to achieve its goals. (the process of establishing and controlling the division of labour)

2. Division of labour

   The process of establishing and controlling the degree of specialization in the organization.

3. Organizational role

   The set of task-related behaviours required of a person by his or her position in an organization.

4. Levels of differentiation

   Organization -> Division -> Function -> Role

5. Function

   A subunit composed of a group of people, working together, who possess similar skills or use the same kind of knowledge, tools, or techniques to perform their jobs.

6. Division

   A subunit that consists of a collection of functions or departments that share responsibility for producing a particular good or service.

7. Production functions

   Functions that manage and improve the efficiency of an organization’s conversion processes so more value is created. (production operations, production control, and quality control)

8. Maintenance functions

   Functions that enable an organization to keep its departments in operation. ( personnel, to recruit and train employees and improve skills; engineering, to repair broken machinery; and janitorial services, to keep the work environment safe and healthy)

9. Adaptive functions

   Functions that allow an organization to adjust to changes in the environment (research and development, market research, and long-range planning)

10. Managerial functions

    Functions that facilitate the control and coordination of activities within and among departments.

11. Organizational design challenges (balance)

    Differentiation ⇔ Integration Centralization ⇔ Decentralization Standardization ⇔ Mutual adjustment

12. Vertical differentiation

    The way an organization designs its hierarchy of authority and creates reporting relationships to link organizational roles and subunits.

13. Hierarchy

    A classification of people according to authority and rank

14. Horizontal differentiation

    he way an organization groups organizational tasks into roles and roles into subunits (functions and divisions).

15. Subunit orientation

    A tendency to view one’s role in the organization strictly from the perspective of the time frame, goals, and interpersonal orientations of one’s subunit.

16. Integration

    The process of coordinating various tasks, functions and divisions so that they work together and not at cross purposes.

17. Integration Mechanisms

18. Centralized authority

    Organizational setup in which the authority to make important decisions is retained by managers at the top of the hierarchy.

19. Decentralized authority

    An organizational setup in which the authority to make important decisions about organizational resources and to initiate new projects is delegated to managers at all levels in the hierarchy.

20. Standardization

    Conformity to specific models or examples – defined by sets of rules and norms – that are considered proper in a given situation.

21. Standardization

    Conformity to specific models or examples – defined by sets of rules and norms – that are considered proper in a given situation.

22. Mutual adjustment

    The compromise that emerges when decision making and coordination are evolutionary processes and people use their judgment rather then standardized rules to address a problem.

23. Formalization

    Is the use of written rules and procedures to standardize operations.

24. Rules

    Formal written statements that specify the appropriate means for reaching desired goals

25. Level of formalisation

26. Norms

    Standards or styles of behaviour that are considered acceptable or typical for a group of people.

27. Socialization

    Is the process by which organizational members learn the norms of an organization and internalize these unwritten rules of conduct.

28. Mechanistic structures

    Structures that are designed to induce people to behave in predictable, accountable ways.

29. Organic structures

    Structures that promote flexibility, so people initiate change and can adapt quickly to changing conditions.

30. Organic v Mechanistic structures

31. Contingency approach

    A management approach in which the design of an organization’s structure is tailored to the sources of uncertainty facing an organization. ( in order to manage its environment effectively, an organization should design its structure to fit with the environment in which the organization operates.)

32. Design problems and contingency