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A formal system of both task and reporting relationships that coordinates and motivates organizational members so that they work together to reach organizational goals.
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The process by which managers make specific organizing choices that result in a particular kind of organizational structure.
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The process by which managers decide how to divide tasks into specific jobs.
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The overall result of job design among employees in an organization.
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Reducing the number of tasks that each worker performs.
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Increasing the number of different tasks in a given job by changing the division of labour.
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Increasing the degree of responsibility a worker has over his or her job.
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An organizational structure composed of all the departments that an organization requires to produce its goods or services.
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An organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer.
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An organizational structure in which each product line or business is handled by a self-contained division.
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An organizational structure in which each region of a country or area of the world is served by a self-contained division.
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An organizational structure in which each kind of customer is served by a self-contained division; also called customer structure.
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An organizational structure that simultaneously groups people and resources by function and by product.
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An organizational structure in which employees are permanently assigned to a cross-functional team and report only to the product team manager or to one of his or her direct subordinates.
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A group of individuals from different departments brought together to perform organizational tasks.
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The structure of a large organization that has many divisions and simultaneously uses many different organizational structures.
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a formal agreement that commits two or more companies to exchange or share their resources in order to produce and market a product.
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A series of strategic alliances that an organization creates with suppliers, manufacturers, and/or distributors to produce and market a product.
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An organization whose members are linked by computers, computer-aided design systems, and video teleconferencing, and who rarely, if ever, see one another face to face.
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A group of organizations that join together and use software to link themselves to potential global suppliers to increase efficiency and effectiveness.
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The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources.
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An organization’s chain of command, specifying the relative authority of each manager.
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The number of subordinates who report directly to a manager.
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Someone in the direct line or chain of command who has formal authority over people and resources at lower levels
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Someone responsible for managing a specialist function, such as finance or marketing.
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The idea that top managers should always construct a hierarchy with the fewest levels of authority necessary to efficiently and effectively use organizational resources.
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Giving lower-level managers and nonmanagerial employees the right to make important decisions about how to use organizational resources.
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An organizational structure in which authority is centralized at the top of the hierarchy, tasks and roles are clearly specified, and employees are closely supervised.
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An organizational structure in which authority is decentralized to middle and first-line managers and tasks and roles are left ambiguous to encourage employees to cooperate and respond quickly to the unexpected.
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