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Glossary of MGT 3310-Chapter 8-Organizational Design and Theory

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Accountability
When managers must report and justify work results to the managers above them.
Authority
This refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources.
Birth stage
This is the non-bureaucratic stage, the stage in which the organization is created.
Centralized authority
With this type of authority important decisions are made by higher-level managers.
Common purpose
This unifies employees or members and gives everyone an understanding of the organization’s reason for being.
Conglomerate structure
This type of structure groups divisions around similar businesses or industries.
Continuous- process technology
This is highly routinized technology in which machines do all of the work.
Coordinated effort
The common purpose is realized through this, referring to the coordination of individual efforts into a group or organizational-wide effort.
Customer divisions
These tend to group activities around common customers or clients.
Decentralized authority
With this type of authority, important decisions are made by middle-level and supervisory-level managers.
Delegation
This is the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy.
Differentiation
This is the tendency of the parts of an organization to disperse and fragment.
Division of labor, also known as work specialization
This is the arrangement of having discrete parts of a task done by different people.
Divisional structure
In this type of structure, people with diverse occupational specialties are put together in formal groups by similar products or services, customers or clients, or geographic regions.
Functional structure
In this type of structure people with similar occupational specialties are put together in formal groups.
Geographic divisions
These types of divisions group activities around defined regional locations.
Hero
This is a person whose accomplishments embody the values of the organization.
Hierarchy of authority, or chain of command
This is a control mechanism for making sure the right people do the right things at the right time.
Hybrid structure
In this type of structure an organization uses functional and divisional structures in different parts of the same organization.
Integration
This is the tendency of the parts of an organization to draw together to achieve a common purpose.
Large-batch technology
This refers to mass-production, assembly-line technology.
Line managers
These types of managers have authority to make decisions and usually have people reporting to them.
Matrix structure
In this type of structure an organization combines functional and divisional chains of command in a grid so that there are two command structures—vertical and horizontal.
Maturity stage
In this stage the organization becomes very bureaucratic, large, and mechanistic.
Mechanistic organization
In this type of organization, authority is centralized, tasks and rules are clearly specified, and employees are closely supervised.
Midlife stage
In this stage the organization becomes bureaucratic, a period of growth evolving into stability.
Network structure
In this structure, the organization has a central core that is linked to outside independent firms by computer connections, which are used to operate as if all were a single organization.
Organic organization
In this type of organization authority is decentralized, there are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks.
Organization
This refers to a system of consciously coordinated activities or forces of two or more people.
Organization chart
This is a box-and-lines illustration showing the formal lines of authority and the organization’s official positions or division of labor.
Organizational culture, sometimes called corporate culture
This is a system of shared beliefs and values that develops within an organization and guides the behavior of its members.
Organizational life cycle
This refers to an organization’s natural sequence of stages: birth, youth, midlife, and maturity.
Organizational size
This organizational characteristic is usually measured by the number of full time employees.
Paradigms
These are generally accepted ways of viewing the world.
Product divisions
This type of division group activities around similar products or services.
Responsibility
This refers to the obligation you have to perform the tasks assigned to you.
Rites and rituals
These are the activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization’s life.
Simple structure
An organization with this structure has authority centralized in a single person, a flat hierarchy, few rules, and low work specialization.
Small-batch technology
In this type of technology, goods are custom-made to customer specifications in small quantities.
Span of control, or span of management
This refers to the number of people reporting directly to a given manager.
Staff personnel
These have advisory functions
Story
This refers to a narrative based on true events, which is repeated—and sometimes embellished upon—to emphasize a particular value.
Symbol
This is an object, act, quality, or event that conveys meaning to others.
Team-based structure
In this type of structure, teams or workgroups, either temporary or permanent, are used to improve horizontal relations and solve problems throughout the organization.
Technology
This consists of all the tools and ideas for transforming materials, data, or labor (inputs) into goods or services (outputs).
Youth stage
In this stage the organization is in a pre-bureaucratic stage, a stage of growth and expansion.

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