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adhocracy This structure is typically found in young organizations in highly technical fields. Within it, decision making is spread throughout the organization, power resides with the experts, horizontal and vertical specialization exists, and there is little formalization.
autonomous work groups Groups used to integrate an organization's technical and social systems for the benefit of large systems.
contingency approach An approach to organization design where the desired outcomes for the organization can be achieved in several ways.
divisionalized form This structure is typical of old, very large organizations. Within it, the organization is divided according to the different markets served. Horizontal and vertical specialization exists between divisions and headquarters, decision making is divided between headquarters and divisions, and outputs are standardized.
environmental complexity The number of environmental components that impinge on organizational decision making.   
environmental dynamism The degree to which environmental components that impinge on organizational decision making change.
environmental uncertainty Exists when managers have little information about environmental events and their impact on the organization.
general environment The broad set of dimensions and factors within which the organization operates, including political-legal, sociocultural, technological, economic, and international factors.
machine bureaucracy This structure is typical of large, well-established organizations. Work is highly specialized and formalized, and decision making is usually concentrated at the top.
matrix design Combines two different designs to gain the benefits of each; typically combined are a product or project departmentalization scheme and a functional structure.
mechanistic structure This structure is primarily hierarchical. Within it, interactions and communications are typically vertical, instructions come from the boss, knowledge is concentrated at the top, and loyalty and obedience are required to sustain membership.
open system A system that interacts with its environment.
organic structure This structure is set up like a network. Within it, interactions and communications are horizontal, knowledge resides wherever it is most useful to the organization, and membership requires a commitment to the organization's tasks.
organizational downsizing A popular trend aimed at reducing the size of corporate staff and middle management to reduce costs.
organizational environment Everything outside an organization. It includes all elements, people, other organizations, economic factors, objects, and events that lie outside the boundaries of the organization.
organizational technology The mechanical and intellectual processes that transform inputs into outputs.
professional bureaucracy This structure is characterized by horizontal specialization by professional area of expertise, little formalization, and decentralized decision making.
reengineering The radical redesign of organizational processes to achieve major gains in cost, time, and provision of services.
rethinking Looking at organization design in totally different ways, perhaps even abandoning the classic view of the organization as a pyramid.
simple structure This structure is typical of relatively small or new organizations and has little specialization or formalization. Within this structure, power and decision making are concentrated in the chief executive.
social subsystem Includes the interpersonal relationships that develop among people in organizations.
sociotechnical systems approach An approach to organization design that views the organization as an open system structured to integrate the technical and social subsystems into a single management system.
strategy The plans and actions necessary to achieve organizational goals.
structural imperatives The three structural imperatives, environment, technology, and size, are the three primary determinants of organization structure.
system A set of interrelated elements functioning as a whole.
task environment This environment includes specific organizations, groups, and individuals that influence the organization.
technical (task) subsystem The means by which inputs are transformed into outputs.
universal approach An approach to organization design where prescriptions or propositions are designed to work in any circumstance.
virtual organization A temporary alliance between two or more organizations that band together to undertake a specific venture.