Term
|
Definition
| How individual and teamwork within an organization is coordinated. |
|
|
Term
|
Definition
| The degree to which decision making authority is concentrated at higher levels in an organization. |
|
|
Term
|
Definition
| The extent to which policies, procedures, job descriptions, and rules are written and explicitly articulated. |
|
|
Term
|
Definition
| An organization where there are several layers of management between frontline employees and the top level. |
|
|
Term
|
Definition
| An organization with few layers, often with large numbers of employees reporting to a single manager. |
|
|
Term
|
Definition
| The number of employees reporting to a single manager. |
|
|
Term
|
Definition
| Grouping of jobs based on similarity in functions. |
|
|
Term
|
Definition
| Grouping of jobs based on the products, services, customers, or geographic locations the company is serving. |
|
|
Term
|
Definition
| Structures that resemble a bureaucracy and are highly formalized and centralized. |
|
|
Term
|
Definition
| Flexible and decentralized structures with low levels of formalization where communication lines are more fluid and flexible. |
|
|
Term
|
Definition
| A cross between a traditional functional structure with a product structure. Specifically, employees reporting to department managers are also pooled together to form project or product teams. |
|
|
Term
|
Definition
| A situation where each person reports to a single manager. Traditional organizations are based on the principle of unity of command, while matrix organizations do not follow this principle |
|
|
Term
| boundaryless organization |
|
Definition
| A term coined by Jack Welch of GE and refers to an organization that eliminates traditional barriers between departments as well as barriers between the organization and the external environment. |
|
|
Term
|
Definition
| An organization where all the nonessential functions are outsourced. |
|
|
Term
|
Definition
| A form of boundaryless design where two or more companies find an area of collaboration and combine their efforts to create a partnership that is beneficial for both parties. |
|
|
Term
|
Definition
| An organization where acquiring knowledge and changing behavior as a result of the newly acquired knowledge is part of an organization’s design |
|
|
Term
|
Definition
| The movement of an organization from one state of affairs to another. |
|
|
Term
|
Definition
| The most negative reaction to a proposed change attempt. |
|
|
Term
|
Definition
| Being disturbed by changes without necessarily voicing these opinions. |
|
|
Term
|
Definition
| Going along with proposed changes with little enthusiasm. |
|
|
Term
|
Definition
| Defenders of the new way and actually encourage others around them to give support to the change effort as well. |
|
|
Term
|
Definition
| Or making sure that organizational members are ready for and receptive to change, is the first step in Lewin’s suggested change model. |
|
|
Term
|
Definition
| Or executing the planned changes, is the second phase of Lewin’s change model. |
|
|
Term
|
Definition
| The final stage of Lewin’s change model, involves ensuring that change becomes permanent and the new habits, rules, or procedures become the norm. |
|
|
Term
|
Definition
| Involves proposals at lower levels being signed and passed along to higher level management in an effort to build consensus. |
|
|
