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  

1. Organization

a cooperative and coordinated social system of two or more people with a common purpose

2. Authority

right to direct the actions of others

3. Organization Chart

visual display of an organization' position and lines of authority that is useful as a blueprint for deploying human resources

4. Vertical Hierarchy

establishes the chain of command

5. Horizontal Specification

denotes the division of labor (who does what?)

6. Line (in Line and Staff Organization)

managers make decisions and staff personal provide advice and support

7. Staff (in Line and Staff Organization)

personal staff are assigned to a specific manager in supporting roles

8. Open-System Model of a Business

interaction with the external environment through permeable boundaries (not a strict boundary, things can pass through it)

9. Technical subsystem

found in Open-System model of a business: defines the organization's transformation process

10. Boundary-spanning subsystem

found in Open-System model of a business: provides the organization's interface with the external environment

11. Managerial subsystem

found in Open-System model of a business: bridges (control and direct) the technical and boundary-spanning subsystems

12. Learning Organization

an organization that can create, acquire, and transfer knowledge AND can then adapt its behavior accordingly

13. Effectiveness

a measure of whether or not the organization's objective are accomplished

14. Efficiency

a measure of the relationship between inputs and outputs for the organization

15. Contingency Design

the process of determining the degree of environmental uncertainty and adapting the organization and its subunits to the situation

16. Mechanistic Organizations

rigid in decision, rely on formal communications, have strong bureaucratic qualities, best suited to operating in relatively stable and certain environments

17. Organic Organizations

flexible structures, have participative communication patterns, successful in adapting to change in unstable and uncertain environments

18. Departmentalization

grouping of related jobs or processes into major organizational units

19. Functional Departments

categorizing jobs according jobs to the activity performed

20. Product-Service Departments

grouping jobs around a specific product or service

21. Geographic Location Departments

adopting a structural format based on the physical dispersion of assets, resources and customers (where are the resources/ products?)

22. Customer Classification Departments

creating a structural format centered on various customer categories

23. Work Flow Process Departments in Reengineered Organizations

creating horizontal organizations that emphasize smooth and speedy work flow between two points

24. Span of Control (Managements)

the number of people who report to a manager

25. Centralization

the retention of decision-making authority by top management

26. Decentralization

the sharing of decision-making authority by management with lower-level employees

27. The Need for Balance

the challenge to balance the need for responsiveness to changing conditions (decentralization) with the need to create low-cost shared resources (centralization)

28. Delegation

assigning various degrees of decision-making authority to lower-level employees

29. Characteristics of New Organizations

fewer organizational layers, more teams ,smallness within bigness

30. Hourglass Organization

Three-layer structure with constricted middle (management) layer

31. Cluster Organization

Collaborative structure in which teams are the primary unit

32. Virtual Organizations

Virtual Organizations: Internet-linked networks of value-adding subcontractors

33. Organizational Culture

collection of shared beliefs, values, rituals, stories, myths and specialized language that creates a common identity and sense of community

34. Organizational Values

shared beliefs about what the organization stands for

35. Organizational socialization

the process of transforming outsiders into accepted insiders

36. Orientation programs

familiarize new employees with the organization's history, culture, competitive realities, and compensation and benefits

37. Storytelling

recitations of heroic or inspiring deeds provide "social road maps" for new employees