Homework answers / question archive /   a cooperative and coordinated social system of two or more people with a common purpose right to direct the actions of others visual display of an organization' position and lines of authority that is useful as a blueprint for deploying human resources establishes the chain of command denotes the division of labor (who does what?) managers make decisions and staff personal provide advice and support personal staff are assigned to a specific manager in supporting roles interaction with the external environment through permeable boundaries (not a strict boundary, things can pass through it) found in Open-System model of a business: defines the organization's transformation process found in Open-System model of a business: provides the organization's interface with the external environment found in Open-System model of a business: bridges (control and direct) the technical and boundary-spanning subsystems an organization that can create, acquire, and transfer knowledge AND can then adapt its behavior accordingly a measure of whether or not the organization's objective are accomplished a measure of the relationship between inputs and outputs for the organization the process of determining the degree of environmental uncertainty and adapting the organization and its subunits to the situation rigid in decision, rely on formal communications, have strong bureaucratic qualities, best suited to operating in relatively stable and certain environments flexible structures, have participative communication patterns, successful in adapting to change in unstable and uncertain environments grouping of related jobs or processes into major organizational units categorizing jobs according jobs to the activity performed grouping jobs around a specific product or service adopting a structural format based on the physical dispersion of assets, resources and customers (where are the resources/ products?) creating a structural format centered on various customer categories creating horizontal organizations that emphasize smooth and speedy work flow between two points the number of people who report to a manager the retention of decision-making authority by top management the sharing of decision-making authority by management with lower-level employees the challenge to balance the need for responsiveness to changing conditions (decentralization) with the need to create low-cost shared resources (centralization) assigning various degrees of decision-making authority to lower-level employees fewer organizational layers, more teams ,smallness within bigness Three-layer structure with constricted middle (management) layer Collaborative structure in which teams are the primary unit Virtual Organizations: Internet-linked networks of value-adding subcontractors collection of shared beliefs, values, rituals, stories, myths and specialized language that creates a common identity and sense of community shared beliefs about what the organization stands for the process of transforming outsiders into accepted insiders familiarize new employees with the organization's history, culture, competitive realities, and compensation and benefits recitations of heroic or inspiring deeds provide "social road maps" for new employees  

  a cooperative and coordinated social system of two or more people with a common purpose right to direct the actions of others visual display of an organization' position and lines of authority that is useful as a blueprint for deploying human resources establishes the chain of command denotes the division of labor (who does what?) managers make decisions and staff personal provide advice and support personal staff are assigned to a specific manager in supporting roles interaction with the external environment through permeable boundaries (not a strict boundary, things can pass through it) found in Open-System model of a business: defines the organization's transformation process found in Open-System model of a business: provides the organization's interface with the external environment found in Open-System model of a business: bridges (control and direct) the technical and boundary-spanning subsystems an organization that can create, acquire, and transfer knowledge AND can then adapt its behavior accordingly a measure of whether or not the organization's objective are accomplished a measure of the relationship between inputs and outputs for the organization the process of determining the degree of environmental uncertainty and adapting the organization and its subunits to the situation rigid in decision, rely on formal communications, have strong bureaucratic qualities, best suited to operating in relatively stable and certain environments flexible structures, have participative communication patterns, successful in adapting to change in unstable and uncertain environments grouping of related jobs or processes into major organizational units categorizing jobs according jobs to the activity performed grouping jobs around a specific product or service adopting a structural format based on the physical dispersion of assets, resources and customers (where are the resources/ products?) creating a structural format centered on various customer categories creating horizontal organizations that emphasize smooth and speedy work flow between two points the number of people who report to a manager the retention of decision-making authority by top management the sharing of decision-making authority by management with lower-level employees the challenge to balance the need for responsiveness to changing conditions (decentralization) with the need to create low-cost shared resources (centralization) assigning various degrees of decision-making authority to lower-level employees fewer organizational layers, more teams ,smallness within bigness Three-layer structure with constricted middle (management) layer Collaborative structure in which teams are the primary unit Virtual Organizations: Internet-linked networks of value-adding subcontractors collection of shared beliefs, values, rituals, stories, myths and specialized language that creates a common identity and sense of community shared beliefs about what the organization stands for the process of transforming outsiders into accepted insiders familiarize new employees with the organization's history, culture, competitive realities, and compensation and benefits recitations of heroic or inspiring deeds provide "social road maps" for new employees  

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1. a cooperative and coordinated social system of two or more people with a common purpose
2. right to direct the actions of others
3. visual display of an organization' position and lines of authority that is useful as a blueprint for deploying human resources
4. establishes the chain of command
5. denotes the division of labor (who does what?)
6. managers make decisions and staff personal provide advice and support
7. personal staff are assigned to a specific manager in supporting roles
8. interaction with the external environment through permeable boundaries (not a strict boundary, things can pass through it)
9. found in Open-System model of a business: defines the organization's transformation process
10. found in Open-System model of a business: provides the organization's interface with the external environment
11. found in Open-System model of a business: bridges (control and direct) the technical and boundary-spanning subsystems
12. an organization that can create, acquire, and transfer knowledge AND can then adapt its behavior accordingly
13. a measure of whether or not the organization's objective are accomplished
14. a measure of the relationship between inputs and outputs for the organization
15. the process of determining the degree of environmental uncertainty and adapting the organization and its subunits to the situation
16. rigid in decision, rely on formal communications, have strong bureaucratic qualities, best suited to operating in relatively stable and certain environments
17. flexible structures, have participative communication patterns, successful in adapting to change in unstable and uncertain environments
18. grouping of related jobs or processes into major organizational units
19. categorizing jobs according jobs to the activity performed
20. grouping jobs around a specific product or service
21. adopting a structural format based on the physical dispersion of assets, resources and customers (where are the resources/ products?)
22. creating a structural format centered on various customer categories
23. creating horizontal organizations that emphasize smooth and speedy work flow between two points
24. the number of people who report to a manager
25. the retention of decision-making authority by top management
26. the sharing of decision-making authority by management with lower-level employees
27. the challenge to balance the need for responsiveness to changing conditions (decentralization) with the need to create low-cost shared resources (centralization)
28. assigning various degrees of decision-making authority to lower-level employees
29. fewer organizational layers, more teams ,smallness within bigness
30. Three-layer structure with constricted middle (management) layer
31. Collaborative structure in which teams are the primary unit
32. Virtual Organizations: Internet-linked networks of value-adding subcontractors
33. collection of shared beliefs, values, rituals, stories, myths and specialized language that creates a common identity and sense of community
34. shared beliefs about what the organization stands for
35. the process of transforming outsiders into accepted insiders
36. familiarize new employees with the organization's history, culture, competitive realities, and compensation and benefits
37. recitations of heroic or inspiring deeds provide "social road maps" for new employees