What is the process of assigning managerial authority and responsibility lower level managers?

chapter 8 management

managers must report and justify work results to the managers above them

an external focus and values flexibility

refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources

boundaryless organization

a fluid, highly adaptive organization whose members, linked by information technology, come together to collaborate on common tasks

important decisions are made by higher-level managers

internal focus and values flexibility rather than stability and control

unifies employees or members and gives everyone an understanding of the organization's reason for being

the process of fitting the organization to its environment

the coordination of individual efforts into a group or organizationwide effort

aka organizational culture: set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments

tend to group activities around common customers or clients

important decisions are made by middle- level and supervisory-level managers

the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy

the tendency of the parts of an organization to disperse and fragment

aka work specialization: the arrangement of having discrete parts of a task done by different people

people with diverse occupational specialties are put together in formal groups by similar products or services, customers or clients, or geographic regions

represent the values & norms actually exhibited in the organization

the explicitly stated values and norms preferred by an organization, as many be put forth by the firm's founder or top managers

defined as one with an organizational structure with few or no levels of middle management between top managers and those reporting to them

people with similar occupational specialties are put together in formal groups

group activities around defined regional locations

person whose accomplishments embody the values of the organization

internal focus and values stability and control over flexibility

aka chain of command: a control mechanism for making sure the right people do the right things at the right time

aka network structure: the organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster

aka team-based design: teams or workgroups, either temporary or permanent, are used to improve collaboration and work on shared tasks by breaking down internal boundaries

the tendency of the parts of an organization to draw together to achieve a common purpose

have authority to make decisions and usually have people reporting to them

strong external focus and values stability and control

an organization combines functional and divisional chains of command in a grid so that there are two command structures- vertical and horizontal

authority is centralized, tasks and rules are clearly specified, and employees are closely supervised

a firm assembles product chunks, or modules, provided by outside contractors

aka hollow structure: the organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster

authority is decentralized, there are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks

system of consciously coordinated activities or forces of two or more people

box- and- lines illustration showing the formal lines of authority and the organization's official positions or work specializations

aka corporate culture: set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments

concerned with designing the optimal structures of accountability and responsibility that an organization uses to execute its strategies

formal system of task and reporting relationships that coordinates and motivates an organization's members so that they can work together to achieve the organization's goals

reflects the extent to which your personality and values match the climate and culture in an organization

group activities around similar products or services

the obligation you have to perform the tasks assigned to you

activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization's life

has authority centralized in a single person, a flat hierarchy, few rules, and low work specialization

aka span of management: refers to the number of people reporting directly to a given manager.

have authority functions; they provide advice, recommendations, and research to line managers

narrative based on true events, which is repeated- and sometimes embellished upon- to emphasize a particular value

an object, act, quality, or event that conveys meaning to others.

aka horizontal design: teams or workgroups, either temporary or permanent, are used to improve collaboration and work on shared tasks by breaking down internal boundaries

an employee should report to no more than one manager in order to avoid conflicting priorities and demands

an organization computing, and other computer connections, while often appearing to customers and others to be a single, unified organization with a real physical location

a company outside a company that is created "specifically to respond to an exceptional market opportunity that is often temporary

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