Reported from teachers around the world. The correct answer to ❝36. _____ is the process of systematically delegating power and authority throughout the organization to middle- and lower-level managers.a. Deskillingb. Decentralizationc. Self-dealingd. Divestinge. Specialization❞ question is A. b.
I Recommend you to read the next question and answer, Namely 35. _____ is the process by which a manager assigns a portion of his or her total workload to others.a. Micromanagementb. Delegationc. Entropyd. Synergye. Centralization with very accurate answers.
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Term Organization Structure and design | | Definition The set of elements that can be used to configure an organization | |
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Term | Definition the degree to which the overall task of the organization is broken down into smaller component parts | |
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Term | Definition an alternative to job specialization that involves systematically moving employees from one job to another | |
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Term | Definition an alternative to job specialization that involves giving the employee more tasks to perform | |
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Term | Definition an alternative to job specialization that involves increasing both the number of tasks the worker does and the control the worker has over the job. | |
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Term job characteristics approach | | Definition an alternative to job specialization that suggests that jobs should be diagnosed and improved along 5 core dimensions, taking into account both the work system and employee preferences | |
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Term | Definition an alternative to job specialization that allows an entire group to design the work system it will use to perform an interrelated set of tasks. | |
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Term | Definition the process of grouping jobs according to some logical arrangement | |
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Term functional departmentalization | | Definition grouping jobs that involve the same or similar activities | |
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Term product departmentalization | | Definition grouping activities around products or product groups | |
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Term customer departmentalization | | Definition grouping activities to respond to and interact with specific customers or customer groups | |
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Term location departmentalization | | Definition grouping jobs on the basis of defined geographic sites or areas | |
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Term | Definition a clear and distinct line of authority among the positions in an organization | |
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Term | Definition the number of people who report to a particular manager | |
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Term | Definition power that has been legitimized by the organization | |
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Term | Definition the process by which a manager assigns a portion of his or her total workload to other | |
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Term | Definition the process of systematically delegating power and authority throughout the organization to middle and lower level managers | |
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Term | Definition the process of systematically retaining power and authority in the hands of higher level managers | |
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Term | Definition the process of linking the activities of the various departments of the organization | |
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Term | Definition a form of interdependence in which units operate with little interaction, and their output is simply pooled | |
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Term sequential interdependence | | Definition a form of interdependence in which the output of one unit becomes the input for another in sequential fashion | |
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Term reciprocal interdependence | | Definition a form of interdependence in which activities flow both ways between units | |
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Term | Definition a model of organization design based on a legitimate and formal system of authority | |
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Term situational view of organization design | | Definition a view of organization design that is based on the assumption that the optimal design for any given organization depends on a set of relevant situational factors. | |
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Term | Definition conversion process used to transform inputs into outputs | |
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Term | Definition an organization design that is similar to the bureaucratic model but is most frequently found in stable environments | |
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Term | Definition a very flexible and informal model of organization design, most often found in unstable and unpredictable environments | |
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Term | Definition the degree to which the various subunits in an organization must work together in a coordinated fashion. | |
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Term | Definition the total number of fulltime or full time equivalent employees | |
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Term organizational life cycle | | Definition progression through which organizations evolve as the grow and mature | |
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Term functional (u-form) design | | Definition an organization design based on the functional approach to departmentalization | |
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Term conglomerate (h-form) design | | Definition an organization design used by an organization made up of a set of unrelated businesses. | |
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Term divisional (m-form) design | | Definition an organization design based on multiple businesses in related areas operating within a larger organizational framework | |
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Term | Definition an organization design based on two overlapping bases of departmentalization. | |
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Term | Definition an organization that relies almost exclusively on project-type teames, with little or no underlying functional hierarchy. | |
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Term | Definition an organization that has little or no formal structure. | |
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Term | Definition an organization that works to facilitate the lifelong learning and personal development of all of its employees, while continuously transforming itself ito respond to changing demands and needs. | |
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Term Identify the basic elements of organizations | | Definition organizations are made up of five basic elements,job specializationdepartmentalizationsreporting relationshipsdistribution of authority coordination | |
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Term describe the bureaucratic perspective on organization | | Definition one early universal model of organizatoin design is the bureaucratic model, which attempts to prescribe how all organizations should be designed. It is based on the presumed need for legitimate, logical, and formal rules, regulations, and procedures. | |
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Term identify and explain several situational influences on organization design | | Definition the situational view of organization design is based on the assumption that the optimal organization design is a function of situational factors.4 imprtant situational factors aretechnologyenvironmentsize organizational life cycle | |
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Term describe the basic forms of organization design that characterize many organizations | | Definition many organizations today adopt one of four basic organization designs;functional - u formconglomerate - h formdivisional - m formmatrix design other organizations use a hybrid design derived from two or more of these.
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Term describe emerging issues in organization design | | Definition three emerging forms of organization design are the team organizationthe virtual organization the learning organization | |
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