Organizational Design Chapter 7

The process of changing or developing an organization's structure.

The process of dividing tasks into specialized jobs.

Grouping jobs based on tasks performed.

Grouping jobs based on products or services offered.

The line of authority from top to bottom of an organization.

Employees specialize in tasks to increase efficiency.

Key factors like work specialization and span of control.

The right to give orders and make decisions.

An organization with standardized jobs and a rigid structure.

The principle that an employee should report to only one supervisor.

An organizational structure that distributes authority at all levels.

An organization that has no formal hierarchy or boundaries.

Duplication of resources across departments.

The extent to which policies, procedures, and rules are documented.

An organizational form that groups employees by both function and project.

An organization with a highly centralized decision-making process.

An organization structured around teams rather than hierarchies.

Roles that are clearly defined and uniform across the organization.

When multiple divisions perform the same functions leading to inefficiency.

The ability of an organization to respond to its environment.

Aspects such as work specialization and departmentalization.

Strategic aims that guide an organization’s activities.

The number of subordinates a manager oversees.

Essential tasks required to achieve departmental goals.

Authority spread out to various levels, encouraging decision-making.

Organizations characterized by rigid procedures and formal rules.

An organizational structure focusing on temporary projects and groupings.

Unfair treatment of employees based on personal characteristics.

The progression of authority and responsibility down the organization.

The managerial task of changing the organization's structure.

Dividing tasks to improve efficiency and productivity.

Determining how specific jobs are focused within an organization.

Characterized by rigid structures and standardized jobs.

Prevents employees from having multiple supervisors.

Centralization concentrates authority, decentralization distributes it.

An organization without formal hierarchies or boundaries.

Occurs in divisional structures leading to inefficiency.

Organizations with many rules and policies documented.

An organizational form centered around collaborative teams.

Can lead to lack of communication between departments.

An organization that emphasizes projects and teamwork.

The legitimate right to make decisions and give orders.

Roles that are uniform and strictly defined.

The capacity to adjust to environmental changes.

Known as work specialization, dividing tasks among workers.

Unfair treatment based on personal attributes in job roles.

Methods like functional, product, and customer to group jobs.

The number of employees supervised by a manager.

The flow of authority and accountability in an organization.

Employees with autonomy to make decisions.

Highly structured with rigid procedures and controls.

Documented methods to carry out tasks in bureaucracy.

An organization's ability to adjust to external changes.

Prevents conflicting orders for efficient operation.