line-and-staff structurean organizational structure that utilizes the chain of command from a line structure in combination with the assistance of staff managers

managers who make decisions and give orders to subordinates to achieve the organization’s goals

making employees more involved in their jobs by increasing their participation in decision making

grouping jobs that relate to the same organizational activity all marketing personnel are grouped together in the marketing department, all production personnel in the production department, and so on.

Most smaller and newer organizations departmentalize by this

roups activities according to the defined geographic area in which they are performed. Departmental areas may range from whole countries (for international firms) to regions within countries (for national firms) to areas of several city blocks (for police departments organized into precincts). For example, Ford has divisions for the Americas, Europe, Asia Pacific and Africa, and China.

groups activities related to a particular good or service.

which is the process of grouping jobs into manageable units. Example a toy company may have a department for ordering the raw materials, one for building toys and a third department for transporting them.

a diagram that represents the positions and relationships within an organization. An example: Each rectangle represents a particular position or person in the organization. At the top is the president, next are the vice presidents, and so on.

the line of authority that extends from the highest to the lowest levels of the organization.

involves structuring the tasks and activities required to accomplish a firm’s objectives into specific jobs so as to foster productivity and employee satisfaction

is the separation of all organizational activities into distinct tasks and the assignment of different tasks to different people.

groups activities according to the needs of various customer populations. example an aircraft maker might have a department for government customers and one for corporate customers because their needs are different.

assigns work and power to other workers

Which is the first step in Delegation

Second step to Delegation

Third step in Delegation

management consciously attempts to spread authority widely across various organization levels.

the number of workers who report directly to one manager.

on the other hand, systematically works to concentrate authority at the upper levels.

If the span of management is wide, fewer levels are needed, and the organization is

the number of layers, or levels, of management in a firm.

If the span of management is narrow, more levels are needed, and the resulting organization is

the application of scientific principles to management of work and workers.

a situation in which employees own the company they work for by virtue of being stockholders

working remotely all the time or for a portion of the work week

an arrangement whereby two people share one fulltime position

permanent employment in which individuals work less than a standard work week

allows employees to work a 40-hour work week in four days instead of five

a systematic program of reinforcement to encourage desirable behavior

a type of job enrichment in which work is restructured to cultivate the worker–job match

expanding a worker’ s assignments to include additional but similar tasks

a motivation technique that provides employees with more variety and responsibility in their jobs

a motivation technique in which managers and employees collaborate in setting goals

the inner rituals, traditions, processes, and values of a firm

a theory of motivation suggesting that employees are motivated to achieve goals that they and their managers establish together

a model of motivation based on the assumption that motivation depends on how much we want something and on how likely we think we are to get it

a theory of motivation based on the premise that rewarded behavior is likely to be repeated, whereas punished behavior is less likely to recur

motivation generally consistent with Taylor’ s scientific management; assumes that employees dislike work and will function only in a highly controlled work environment

a concept of employee motivation generally consistent with the ideas of the human relations movement; assumes responsibility and work toward organizational goals, and by doing so employees also achieve personal rewards

the belief that some middle ground between type A and type J practices is best for American business

job factors that reduce dissatisfaction when present to an acceptable degree but that do not necessarily result in high levels of motivation

job factors that increase motivation, although their absence does not necessarily result in dissatisfaction

a sequence of human needs in the order of their importance is called Maslow’s hierarchy of needs

the study of people and groups in the workplace and what motivates them to achieve organizational goals

the individual internal process that energizes, directs, and sustains behavior; the personaly “force” that causes you or me to behave in a particular way

an employee’ s feelings about the job, about superiors, and about the firm itself

a manufacturing process in which a firm’s manufacturing machines and equipment are changed to produce different products

a production system that combines electronic machines and computer-integrated manufacturing that can easily adapt to changes in the type of product being produced

managers who provide support, advice, and expertise to line managers

an organizational structure that combines vertical and horizontal lines of authority, usually by superimposing product departmentalization on a functionally departmentalized organization

a team of individuals with varying specialties, expertise, and skills who are brought together to achieve a common task

an organizational structure in which administration is the primary function, and most other functions are contracted out to other firms

a team of knowledgeable employees brought together to tackle a specific problem

groups of employees with the authority and skills to manage themselves

a team consisting of members who are geographically dispersed but communicate electronically

a committee created for a specific short-term purpose

a relatively permanent committee charged with performing some recurring task

a committee established to investigate a major problem or pending decision

a group created by the members themselves to accomplish goals that may or may not be relevant to an organization

the pattern of behavior and interaction that stems from personal rather than official relationships

the informal communications network within an organization

a computer system that not only helps to design products but also controls the machinery needed to produce the finished product

the use of software and computers to plan and control manufacturing processes

the use of computers to aid in the development of products

a manufacturing process in which a firm produces the same product(s) over a long period of time

the creation and application of programmable machines to perform a variety of tasks by manipulating materials and tools

the total or near-total use of machines to do work

the total or near-total use of machines to do work

a concept built on the idea of eliminating waste from all of the activities required to produce a product or service

a network of national standards institutes and similar organizations from 165 different countries that is charged with developing standards for quality products and services and environmental standards for global manufacturers and producers

the coordination of efforts directed at improving customer satisfaction, increasing employee participation, strengthening supplier partnerships, and facilitating an organizational atmosphere of continuous quality improvement

the examination of the quality of work-in-process

a team of employees who meet on company time to solve problems of product quality

all the activities required to produce goods and services

a situation in which U.S. manufacturers bring manufactur ing jobs back to the United States

a manufacturing process that lowers the cost required to produce a large number of identical or similar products over a long period of time

a set of activities intended to identify new ideas that have the potential to result in new goods and services

a process in which people must do most of the work

a process in which machines and equipment do most of the work

the time period during which an operational plan will be in effect

all the activities involved in obtaining required materials, supplies, components, and parts from other firms

the process of managing inventories in such a way as to minimize inventory costs, including both holding costs and potential stock-out costs

the process of managing inventories in such a way as to minimize inventory costs, including both holding costs and potential stock-out costs