Organizational design definitions (Connect) Use your knowledge of management terminology to answer the following questions

Organizational design definitions (Connect)

Use your knowledge of management terminology to answer the following questions.

A company’sorganizational process  

 shows the actions the company takes to produce valued goods and services.

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Explanation:

The organizational process is the collection of activities that transform inputs into outputs that customers value.

The process ofdepartmentalization  

 involves separating jobs and people into groups with different responsibilities.

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Explanation:

Departmentalization is subdividing work and workers into separate organizational units responsible for completing particular tasks.

A company withfunctional departmentalization  

 might have vice presidents responsible for different territories, for example, the United States (south, west, north, and east), Europe, and Asia.

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Explanation:

Geographic departmentalization organizes work and workers into separate units responsible for doing business in particular geographic areas.

In acomplex matrix  

 organization, product managers and functional managers both report to a matrix manager, who can help resolve conflicts.

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Explanation:

A complex matrix is a form of matrix departmentalization in which managers in different parts of the matrix report to matrix managers, who help them sort out conflicts and problems.

At Obsidian & Opals, thechain of command  

 was clear: Julie reported to Walt, who reported to Harry, who reported to Joy.

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Explanation:

The chain of command is the vertical line of authority that clarifies who reports to whom throughout the organization.

Human resources and accounting are both considered to beline functions  

 in organizations.

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Staff functions are activities that do not contribute directly to creating or selling the company’s products, but instead support line activities.

Managers can authorize others to make decisions and issue commands. Thisdelegation of authority  

 transfers responsibility to an employee who then becomes accountable for getting the job done.

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Explanation:

Delegation of authority is the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible.

Max was using the job specialization approach tojob design  

 when he determined that one of his employees should be responsible for reconciling orders with the products prior to shipping, another should package products for shipment, and a third should weigh the packages and print the appropriate postage for each one.

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Explanation:

Job design is the number, kind, and variety of tasks that individual workers perform in doing their jobs.

Thejob enlargement  

 approach to job design involves giving employees additional tasks without changing the level of their work.

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Explanation:

Job enlargement is increasing the number of different tasks that a worker performs within one particular job.

In the job characteristics model, work withtask identity  

 allows an employee to do a complete piece of work from beginning to end.

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Explanation:

Task identity is the degree to which a job, from beginning to end, requires the completion of a whole and identifiable piece of work.

In the job characteristics model, work withtask significance  

 is meaningful and important.

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Explanation:

Task significance is the degree to which a job is perceived to have a substantial impact on others inside or outside the organization.

In theorganic organization  

 , jobs tend to change frequently and rapidly, and authority is decentralized.

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Explanation:

An organic organization is characterized by broadly defined jobs and responsibility; loosely defined, frequently changing roles; and decentralized authority and horizontal communication based on task knowledge.

A company undergoingreengineering  

 completely redesigns its work processes, hoping for dramatic improvements in the efficiency and effectiveness of the organization.

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Explanation:

Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance, such as cost, quality, service, and speed.

Reengineering often changestask interdependence  

 , or the degree to which people must work together cooperatively to produce organizational outcomes.

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Explanation:

Task interdependence is the extent to which collective action is required to complete an entire piece of work.

The feeling ofempowerment  

 is closely related to intrinsic motivation: Employees believe that they have the ability and autonomy to do meaningful work.

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Explanation:

Empowerment is feelings of intrinsic motivation, in which workers perceive their work to have impact and meaning and perceive themselves to be competent and capable of self-determination.

Avirtual organization  

 consists of many organizations that form temporary alliances to provide a particular product or service.

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Explanation:

A virtual organization is part of a network in which many companies share skills, costs, capabilities, markets, and customers to collectively solve customer problems or provide specific products or services.