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