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| framework enabling managers to divide responsibilities, ensure employee accountability, and distribute decision making authority |
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| diagram showing how employees and tasks are grouped and where the lines of communication and authority flow |
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| a framework officially established by managers for accomplishing tasks that lead to achieving the organization’s goals |
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| network of informal employee interactions that are not defined by formal structure |
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| : specialization in or responsibility for some portion of an organization’s overall work tasks; also called division or labor |
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| pathway for the flow of authority from one management level to the next |
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| obligation to perform the duties and achieve the goals and objectives associated with a position |
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| obligation to report results and justify outcomes that fall below expectations |
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| assignment or work and the authority and responsibility required to complete it |
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| organization with a clear line of authority flowing from the top down |
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| line and staff organization |
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| organization system that combines a clear chain of command with functional groups that provide advice and specialized and services |
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| number of people under one manager’s control; also known as span of control |
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| organizations with a wide span of management and few hierarchical levels |
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| organizations with a narrow span or management and many hierarchical levels |
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| concentration of decision making authority at the top of the organization |
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| delegation of decision making authority to employees in lower-level positions |
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| grouping people within an organization according to function, division, matrix or network |
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| grouping workers according to their similar skills, resource use, and expertise |
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| grouping departments according to similarities in product, process, customer, or geography |
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| divisional structure based on products |
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| divisional structure based on products |
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| divisional structure that focuses on customers or clients |
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| divisional structure based on location of operations |
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| structure in which employees are assigned to both a functional group and a project team (thus using functional and divisional patterns simultaneously) |
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| structure in which individual companies are connected electronically to perform selected tasks for a small headquarters organization |
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| structure that combines elements or functional, divisional, matrix, and network organizations |
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| a unit of two or more people who share a mission and collective responsibility as they work together to achieve a goal |
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| informal team that meets to find ways of improving quality, efficiency, and the work environment |
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| teams in which members are responsible for an entire process or operation |
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| teams whose member come from a single functional department and that are based on the organization’s vertical structure |
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| teams that draw together employees from different functional areas |
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| team of people from several departments who are temporarily brought together to address a specific issue |
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| temporary teams that exist outside the formal organization hierarchy and are created to achieve a specific goal |
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| team that may become a permanent part of the organization and is designed to deal with regularly recurring tasks |
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| teams that use communication technology to bring geographically distant employees together to achieve goals |
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| team members who do not contribute sufficiently to the group’s activities because members are not being held individually accountable for their work |
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| a measure of how committed the team members are to their team’s goals |
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| informal standards of conduct that guide team behavior |
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| the degree to which organizational tasks are broken down into separate jobs |
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| frequently senior salespeople and purchasing agents |
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| same as span of management |
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| provide advice and specialized services but who are not in the line organization’s overall chain of command |
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| how many layers the chain of command is divided into from the top of the company to the bottom |
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| the various business functions and work specialties are divided across the company |
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| self-contained sub-organizations that encompass all the major functional resources required to achieve their goals |
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| chips for cell phones and laptop computers |
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| chips for business computers |
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| chips for home computers and other consumer products |
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| chips for medical devices |
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| chips that are sold mostly to international distributors and small companies |
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| outsource engineering, marketing, research, accounting, production, distribution, or other functions |
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| members of successful teams accomplish more together than they could individually |
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| teams that collaborate on a range of quality and reliability issues |
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| facial expressions and body language that people rely on heavily when communicating in person, virtual communication is even more challenging |
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| peer pressure cause individual team members to withhold contrary or unpopular opinions |
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| focus on helping the team reach its goals |
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| focus on supporting the team’s emotional needs and strengthening the teams’ social unity |
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| contributing little to reaching the team’s goals or to meeting members’ emotional needs |
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| a period of orientation and ice-breaking |
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| members show more of their personalities and become more assertive in establishing their roles |
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| conflicts are resolved, team harmony develops |
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| members are really committed to the team’s goals |
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| issues are wrapped up and the team is dissolved |
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| involve sharing information and perhaps coordinating action |
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| involve persuasions, analysis, and problem solving |
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