Chapter 9 - designing adaptive organizations Worksheet

The vertical and horizontal configuration of departments, authority and jobs within a company
The collection of activities that transforms inputs into outputs that customers value.
sub dividing work and workers in 2 separate organizational units responsible for completing tasks.
organizing work and workers into separate units responsible for business functions or areas of expertise
organizing work and workers into separate units responsible for producing products or services
Organizing work and workers into separate units responsible for kinds of customers
Organizing work and workers into separate units responsible for doing business in specific geographic areas
the right to give commands, act, and make decisions to achieve organizational objectives
the vertical line of authority that clarifies who is reports to whom throughout the organization
Principle that workers should report to 1 boss
the right to command immediate subordinance in the chain of command
the right to advise, but not command others who are not subordinates in the chain of command
an activity that contributes directly to creating or selling the company's products
an activity that does not contribute directly to creating or selling the product but supports line activities
The assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible
the location of most authority at the upper levels of the organization
the location of a significant amount of authority in the lower levels of the organization
Solving problems by consistently applying the same rules, procedures, and processes
the number, kind, and variety of tasks that individual workers perform in doing their jobs
a job composed of a small part of a larger task or process
periodically moving workers from one specialized job to another to give them more opportunity to use different skills
increasing the number of different tasks that a worker performs within one job.
Increasing the number of tasks in a job and giving workers the authority and control to make meaningful decisions about their work
motivation that comes from the job itself rather than from outside rewards
the number of different activities performed in a job
the degree to which a job, from beginning to end requires the completion of a whole and identifiable piece of work