| Organizational architecture | The organizational structure, control systems, culture, and human resource management systems that together determine how efficiently and effectively organizational resources are used.
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| Organizational structure | A formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals.
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| Organizational design | The process by which managers make specific organizing choices that result in a particular kind of organizational structure.
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| Small-batch technology | Technology that is used to produce small quantities of customized, one-of-a-kind products and is based on the skills of people who work together in small groups.
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| Mass-production technology | Technology that is based on the use of automated machines that are programmed to perform the same operations over and over.
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| Continuous-process technology | Technology that is almost totally mechanized and is based on the use of automated machines working in sequence and controlled through computers from a central monitoring station.
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| Knowledge management | The sharing and integrating of expertise within and between functions and divisions through real-time, interconnected IT.
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| Job design | The process by which managers decide how to divide tasks into specific jobs.
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| Job simplification | The process of reducing the number of tasks that each worker performs.
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| Job enlargement | Increasing the number of different tasks in a given job by changing the division of labor.
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| Job enrichment | Increasing the degree of responsibility a worker has over his or her job.
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| Functional structure | An organizational structure composed of all the departments that an organization requires to produce its goods or services.
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| Divisional structure | An organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer.
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| Product structure | An organizational structure in which each product line or business is handled by a self-contained division.
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| Geographic structure | An organizational structure in which each region of a country or area of the world is served by a self-contained division.
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| Market structure | An organizational structure in which each kind of customer is served by a self-contained division; also called customer structure.
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| Matrix structure | An organizational structure that simultaneously groups people and resources by function and by product.
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| Product team structure | An organizational structure in which employees are permanently assigned to a cross-functional team and report only to the product team manager or to one of his or her direct subordinates.
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| Cross-functional team | A group of managers brought together from different departments to perform organizational tasks.
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| Hybrid structure | The structure of a large organization that has many divisions and simultaneously uses many different organizational structures.
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| Authority | The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources.
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| Hierarchy of authority | An organization's chain of command, specifying the relative authority of each manager.
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| Span of control | The number of subordinates who report directly to a manager.
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| Line manager | Someone in the direct line or chain of command who has formal authority over people and resources lower down.
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| Staff manager | A manager responsible for managing a specialist function such as finance or marketing.
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| Integrating mechanisms | Organizing tools that managers can use to increase communication and coordination among functions and divisions.
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| Task force | A committee of managers or nonmanagerial employees from various departments or divisions who meet to solve a specific, mutual problem; also called ad hoc committee.
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| Strategic alliance | An agreement in which managers pool or share their organization's resources and know-how with a foreign company and the two organizations share the rewards and risks of starting a new venture.
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| Network structure | A series of strategic alliances that an organization creates with suppliers, manufacturers, and/or distributors to produce and market a product.
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| Outsource | To use outside suppliers and manufacturers to produce goods and services.
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| Boundaryless organization | An organization whose members are linked by computers, faxes, computeraided design systems, and video teleconferencing and who rarely, if ever, see one another face-to-face.
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| Knowledge management system | A company-specific virtual information system that allows workers to share their knowledge and expertise and find others to help solve ongoing problems.
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| Business-to-business (B2B) networks | A group of organizations that join together and use IT to link themselves to potential global suppliers to increase efficiency and effectiveness.
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