| organization | A group of people who have common goals and who follow a set of operating procedures to develop products and services.
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| bureaucracy | Proposed by Max Weber in the 1940s to be the ideal form of organization; included a formal hierarchy, division of labor, and clear set of operating procedures.
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| division of labor | The tasks performed in an organization can be divided into specialized jobs and departmental functions.
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| delegation of authority | Refers to information about which lower-level employees report to employees above them in an organization.
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| structure | Refers to the formal way that an organization is designed in terms of division of labor, delegation of authority, and span of control; represented by the number of levels-the height-in an organization.
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| span of control | Refers to the number of positions or people reporting to a single individual-the width-in an organization.
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| organizational chart | A diagram of an organization's structure.
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| classic organizational theory | Theory that assumes there is one best configuration for an organization, regardless of its circumstances; places a premium on control of individual behavior by the organization.
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| human relations theory | Approach that adds a personal or human element to the study of organizations; considers the interrelationship between an organization's requirements and the characteristics of its members.
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| Theory X | Approach developed by McGregor to described the contrasting beliefs that managers hold about their subordinates. Theory X managers believe that subordinates must be controlled to meet organizational ends.
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| Theory Y | The contrasting approach developed by McGregor. Theory Y managers believe that subordinates would be motivated to meet goals in the absence of organizational controls.
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| contingency theories of organization | Approaches that propose that the best way to structure an organization actually depends on the circumstances of the organization.
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| small batch organization | An organization that produces specialty products one at a time.
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| large batch and mass production organization | An organization that produces large numbers of discrete units, often using assembly-line operations.
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| continuous process organization | An organization that depends on a continuous process for output or product.
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| mechanistic organization | An organization that depends on formal rules and regulations, makes decisions at higher levels of the organization, and has small spans of control.
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| organic organization | An organization that has a large span of control, less formal procedures, and decision making at middle levels.
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| sociotechnical approach | Approach that uncovered a number of dramatic changes in the social patterns of work that accompanied technological change; developed at Tavistock Institute of Human Relations in England in the late 1940s.
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| resource theory | Theory proposing that an organization must be viewed in the context of its connections to other organizations. The key to organizational survival is the ability to acquire and maintain resources.
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| evolutionary/ecological approach | Approach that adopts a biological model and concentrates on explaining why some types of organizations thrive and diversify, while others atrophy and disappear.
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| autocratic climate | Organization described by Lewin as highly structured with little opportunity for individual responsibility or risk taking at the lowest levels.
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| democratic climate | Organization described by Lewin and colleagues that emphasizes a less structured organization, with greater opportunity for individual responsibility and risk taking.
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| climate | A shared perception among employees regarding a particular work entity (organization or division, department, or even work group). Examples include safety climate and service climate.
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| culture | A system in which individuals share meanings and common ways of viewing events and objects. In organizations it refers to the shared beliefs and values among employees that are created and communicated by the managers and leaders of the organization.
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| climate/culture strength | The extent to which members of an organization share a perception (in the case of climate or a value/belief pattern (in the case of culture).
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| ethnocentrism | A multinational model in which the values of the parent company predominate.
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| polycentrism | A multinational model in which the values of the local company are accepted.
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| regiocentrism | A multinational model which has a blend of the values of the parent organization and the local company.
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| geocentrism | A multinational model in which a new corporatewide policy is developed to handle issues in a way that creates a global perspective.
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| socialization | The process by which a new employee becomes aware of the values and procedures of the organization.
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| person-job (P-J) fit | Extent to which the skills, abilities, and interests of an individual are compatible with the demands of the job.
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| person-organization (P-O) fit | Extent to which the values of an employee are consistent with the values held by most others in the organization.
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| attraction-selection-attrition (ASA) model | Model that proposes that organizations and individuals undergo a process of jointly assessing probable fit based primarily on personality characteristics. Through a process of attraction, selection, and attrition, the goal is to make the workforce homogeneous with respect to personality characteristics.
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| unfreezing | First stage in the process of changing an organization in which individuals become aware of their values and beliefs.
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| changing | Second stage in the process of changing an organization in which individuals adopt new values, beliefs, and attitudes.
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| refreezing | Third stage in the process of changing an organization in which the new attitudes and values of individuals are stabilized.
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| episodic change | Organizational change characterized as infrequent, discontinuous, and intentional; often launched with fanfare, with senior leaders clearly articulating pathways to change and disseminating information about the process and desired end state.
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| continuous change | Ongoing, evolving, and cumulative, organizational change characterized by small continuous adjustments, created simultaneously across units, that add up to substantial change.
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| rebalance | Stage in the freeze-rebalance-unfreeze continuous change process. This phase is intended to reframe what has happened and produce a cognitive framework that gives change a deeper meaning.
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| management by objectives (MBO) | A concept introduced in the mid-1950s to define and measure employee performance; proposed a plan to direct the efforts of workers and managers through a plan that includes objectives and methods to meet those performance objectives.
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| matrix organization | Organization in which individuals have dual reporting relationships: reporting to a project (product) manager and to a home department (functional) manager.
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| total quality management (TQM) | Approach that proposes a unique way of organizing productive effort by emphasizing team-based behavior directed toward improving quality and meeting customer demands.
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| Six Sigma systems | An approach to quality management that provides training for employees and managers in statistical analysis, project management, and problem-solving methods to reduce the defect rate of products.
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| lean production | Method that focuses on reducing waste in every form including overproduction, lengthy waiting times for materials, excessive transportation costs, unnecessary stock, and defective products.
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| just-in-time (JIT) production | System that depends on the detailed tracking of materials and production so that the materials and human resources necessary for production arrive just in time. Central to the reduction of waste in lean production processes.
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| organizational development (OD) | Action-oriented approach providing techniques that work to help a client organization grow or change.
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