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The framework of task-and-authority realtionships in a company that coordinates and motivates employees to work together toward a common goal. |
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The set of shared company values and norms that shape the way employees and groups interact with each other. |
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The Process of creating an organizational structure and culture so that a company can pursue its business model profitability. |
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Contingency Approach to Organizational Design |
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Design that Depends on the changing forces in a firm's competitive environment. |
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A structure that groups people together because of their expertise or the type of activity they do. |
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A structure that groups employees by function but allows them to focus their activities on a particular product line or type of customer. |
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A structure that groups functions into divisions that specialize in certain products. |
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A structure that groups functions into divisons, that serve different types of customers. |
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A structure in which divisons are created to seve the needs of customers in a paticular region, country, or world area. |
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A Structure that groups people and resources in two awys SIMULTANEOUSLY: by function and product. |
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Minimum Chain-Of-Command Principle |
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The Principle that a company's structure should be designed with a few managerial levels as possible. |
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The use of rules and standard operating procedures to coordinate operations whereby managers only intervene to take corrective action. |
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Organizing tools that managers use to increase communication and coordination among a company's functions and divisions. |
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The shared standards a company's members use to evaluate whether or not thehy have helped the company achieve its goals. |
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Beliefs, attitudes, and behaviors that specify how a company's members should behave. |
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Organizational Socialization |
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The process by which newcomers learn and absorb a company's values and norms and acquire the work beahviors and attitudes necessary to perform their jobs effectively. |
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