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MAN 3025 Exam 2 UCF|131 Verified Q’s and A’s (Professor De George Chapters 6-9)
MAN 3025 Exam 2 UCF|131 Verified Q’s and A’s (Professor De George Chapters 6-9)
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MAN 3025 Exam 2 UCF|131 Verified Q’s andA’s (Professor De George Chapters 6-9)
Job Specialization - -The degree to which the overall task of the organization
is broken down and divided into smaller component parts
- job rotation - -An alternative to job specialization that involves
systematically moving employees from one job to another
- job enlargement - -An alternative to job specialization that increases the
total number of tasks that workers perform
- job enrichment - -An alternative to job specialization that attempts to
increase both the number of tasks a worker does and the control the worker
has over the job
- job characteristics approach - -An alternative to job specialization that
suggests that jobs should be diagnosed and improved along five core
dimensions, taking into account both the work system and employee
preferences
- work teams - -An alternative to job specialization that allows an entire
group to design the work system it will use to perform an interrelated set of
tasks
- Departmentalization - -the process of grouping jobs according to some
logical arrangement
- Functional Departmentalization - -grouping jobs involving the same or
similar activities
- Product Departmentalization - -grouping activities around products or
product groups
- Customer Departmentalization - -Grouping activities to respond to and
interact with specific customers or customer groups
- Location Departmentalization - -grouping jobs on the basis of defined
geographic sites or areas
- chain of command - -a clear and distinct line of authority among the
positions in an organization
, - span of management - -the number of people who report to a particular
manager
- authority - -power that has been legitimized by the organization
- Delegation - -the process by which managers assign a portion of their total
workload to others
- Decentralization - -The process of systematically delegating power and
authority throughout the organization to middle and lower-level managers
- Centralization - -The process of systematically retaining power and
authority in the hands of higher-level managers
- Coordination - -the process of linking the activities of the various
departments of the organization
- pooled interdependence - -When units operate with little interaction; their
output is pooled at the organizational level
- sequential interdependence - -when the output of one unit becomes the
input for another in sequential fashion
- reciprocal interdependence - -when activities flow both ways between
units
- Bureaucracy - -A model of organization design based on a legitimate and
formal system of authority
- situational view of organization design - -based on the assumption that the
optimal design for any given organization depends on a set of relevant
situational factors
- Technology - -conversion process used to transform inputs into outputs
- mechanistic organization - -Similar to the bureaucratic model, most
frequently found in stable environments
- organic organization - -very flexible and informal model of organization
design, most often found in unstable and unpredictable environments
- Differentiation - -extent to which the organization is broken down into
subunits
- Integration - -degree to which the various subunits must work together in
a coordinated fashion
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