Untitled Quiz

Delegating decision-making authority to lower levels of the organization, empowering employees at various levels to make decisions.

Breaking down functional silos and promoting cross-functional collaboration, fostering decision-making across different units.

Tailoring decentralization to different functions based on their strategic importance, selectively empowering specific areas.

Simultaneous existence of both centralized and decentralized structures, allowing flexibility for different functions.

Individuals or units collaborating to coordinate their activities, often used in Selective Decentralization.

Mintzberg argues that age and size influence the choice of design parameters and coordinating mechanisms.

Age and size contribute to the elaboration of administrative structures as organizations grow, developing specialized roles and hierarchies.

The degree of formalization, rules and procedures, is influenced by age and size, leading to higher levels in larger and older organizations.

Age and size are associated with bureaucratization (formal rules) and elaboration (complex structures), leading to more formalized processes.

Organizations move from simple to more complex structures as they age, adapting to changing environments and size.

Mintzberg's structure with little formalization, few support staff, centralized decision-making, and loose division of labor.

Simple structures are well-suited for small businesses in dynamic and uncertain environments, enabling quick adaptation.

External factors like regulations, unions, and investors can influence power relationships within an organization.

Environmental factors like stability, complexity, and hostility influence the need for coordinating mechanisms and structural components.

Environmental dimensions influence a choice between organic (flexible) or mechanistic (structured) structures.

Environmental conditions dictate organizational design, with simple structures for stable environments and complex structures for dynamic environments.

Environmental dimension characterized by frequent and unpredictable changes, requiring adaptability.

Simple structures are often found in small businesses and startups but may not be suitable for large, complex organizations.

Decentralized structures can fulfill employee needs for autonomy and self-direction, giving them more control over their work.

Cultures that value respect for authority and tradition are more likely to adopt formal structures with clear hierarchies.

Culture shapes the values and norms impacting the distribution of authority, influencing power relationships in the organization.

Coercive power, based on threats, is more likely to lead to conflict and resentment than other forms of power.

Defined by little technostructure, few support staff, a loose division of labor, and centralized decision-making.

Flexible decision-making, with power centralized at the strategic apex, enabling quick adaptation.

Simple structures thrive in simple and dynamic environments, suitable for young and small organizations.

Considered the riskiest structure, relying on a single individual (CEO) for key decisions.

Often fosters a strong sense of mission, with employees identifying with the leader's vision.

Marked by concentration of power at the top, with the chief executive hoarding decision-making authority.

Chief executive holds power, avoids formalization of behavior, and makes decisions without consultation.

Appears when extreme hostility forces an organization to centralize decision-making temporarily for a coordinated response.

A temporary and unique structure set up to deal with natural disasters, responding to new situations in extremely hostile environments.

Crisis often leads to centralization, concentrating power in the chief executive's hands for a coordinated response.

Led by a charismatic leader who gains power because followers lavish it upon them, creating an organization centered around their personality.

Leaders attract followers through personal qualities and vision, rather than formal structures.

Often has a prominent culture, particularly in less industrialized societies, where strong leaders coordinate through direct supervision.