Is a person who is responsible for coordinating the activities of several departments for the completion of a specific project?

-set of formal tasks assigned to individuals and departments -formal reporting relationships, including lines of authority, decision responsibility, number of hierarchical levels; and span of managers' control -design of systems to ensure effective coordination of employees across departments.

-visual demonstration of an org's structure -display the chain of command -indicates departmental tasks and how they fit together. -provides order and logic for the org.

Work Specialization (division of labor)

-degree to which org. tasks are subdivided into separate jobs. -even with its advantages many orgs are moving away from this principle

-unbroken line of authority that links all employees in an organization and shows who reports to whom

each employee is held accountable to only 1 supervisor.

clearly defined line of authority in the org that includes all employees

formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes.

3 characteristics of authority

1. vested in the org positions. 2. flows down the vertical hierarchy 3. is accepted by subordinates.

duty to perform the task or activity as assigned.

people with authority and responsibility are subject to reporting and justifying task outcomes to those above them on the chain of command. 

process managers use to transfer authority and responsibility to positions below them in the hierarchy

perform tasks that reflect the organization's primary goal and mission

include all those that provide specialized skills in support of line departments 

people in MGT positions have formal authority to direct and control immediate subordinates

Narrower and includes the right to advise, recommend, and counsel in the staff specialists' area of expertise.

Span of MGT (span of control)

# of employees reporting to a supervisor. -determines how closely a supervisor can monitor subordinates. -an organization can be tall or flat based on the avg. span of control used in the org. -tall-overall narrow span and more hierarchical levels. -flat- wide span horizontally dispersed and has fewer hierarchical levels.

decision authority is located near the top of the organization

decision authority is pushed downward to lower organization levels.

factors that typically influence centralization vs. decentralization

1. Greater change and uncertainty in the environment are usually associated with decentralization. 2. the amount of centralization or decentralization should fit the firms strategy. 3. crisis or risk of company failure, authority may be centralized at the top.

basis for grouping positions into departments and departments into the total organization.

grouping of positions into departments based on similar skills, expertise, work activities, and resource use.

-occurs when departments are grouped together based on similar organizational outputs. -divisions created as self-contained units with separate functional departments for each division.

-combines aspects of both functional and divisional structures simultaneously in the same part of the organization. -dual lines of authority make the matrix unique. -success depends on the abilities of people in key matrix roles.

those who report to 2 supervisors simultaneously, must resolve conflicting demands from the matrix bosses.

-product or functional boss - who is responsible for one side of the matrix. -responsible for entire matrix

-oversees both the product and functional chains of command. -maintain a power balance between the two sides of the matrix.

-gives managers a way to delegate authority, push responsibility to lower levels, and be more flexible and responsive in a complex and competitive global environment.

1. cross-functional teams 2. permanent teams 3. team-based structure

consist of employees from various functional departments who are responsible to meet as a team and resolve mutual problems.

groups of employees who are organized in a way similar to a formal department.

entire organization is made up of horizontal teams that coordinate their work and work directly with customers to accomplish the organization's goals.

manufacturing company uses outside suppliers to provide entire chunks of a product, which are then assembled into a final product by a handful of workers.

-quality of collaboration across departments. -required regardless of whether the organization has a functional divisional or team structure

-the radical redesign of business process to achieve dramatic improvements in cost, quality, service, and speed. -focus is on process rather than function, generally leads to a shift away from a strong vertical structure to one emphasizing stronger horizontal coordination.

-temporary team or committee designed to solve a short-term problem involving several departments. -members represent their departments and share information that enables coordination.

-a person who is responsible for coordinating the activities of several departments for the completion of a specific project. 

Who is responsible to coordinate and oversee the work of other people in order to accomplish organizational goals?

What are the 4 types of organizational structures?

Which organizational structure works best for projects?

Is a collection of people who work together and coordinate?