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Arranging and grouping jobs, allocating resources, and assigning work so that activities can be accomplished as planned |
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A job being broken down into a number of steps that are each completed by different individuals |
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The number of employees a supervisor can direct both efficiently and effectively |
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Continuous line of authority in an organization that communicates who reports to who |
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A principle that states the an employee should have only one supervisor to report to and whom they are directly responsible |
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The rights given in a supervisory position to give orders and expect the orders to be obeyed |
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The authority that gives the supervisor the right to direct the work and their employees with having to consult others |
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A limited authority that supports the line authority by advising, assisting, and servicing |
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Control over individuals outside one's own direct areas of responsibility |
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Obligations such as goal acheivement, budgeting, following policies and motivating employees |
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Decision making in the hands of top management |
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The pushing down of decision making authority to those closest to the problem |
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Grouping departments based on work functions, products or services, target customers or clients, geographic territories, or the process used to turn inputs into outputs |
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Functional Departmentalization |
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Grouping activities into individual units based on the functions to be performed |
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Product Departmentalization |
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Grouping activities into individual units based on problems or issues relating to a product |
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Customer Departmentalization |
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Grouping activities around common customer categories |
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Geographical Departmentalization |
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Grouping activities based on geography or territory |
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Process Departmentalization |
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Groups activities based on work or customer flow |
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Not elaborate, "Flat" (only one or two levels of management), authority centralized in a single person |
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An organization in which similar and related specialties are grouped together |
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Organization made up of self contained units |
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Structure that combines functional and product departmentalization, creating dual chain of command |
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Organization that runs entirely on workgroups or teams |
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Boundaryless organization |
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organization design that is not defined or limited by boundaries or categories impose by traditional structures |
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Boundaryless oganizations are also called |
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network organizations, learning organizations, barrier-free, modular, or virtual corporations |
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organization that has developed the capacity to adapt and change continuously |
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Written statement of job duties, work conditions and operating responsibilities |
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increasing employees involvement in their work through greater participation in decisions and responsibility for work outcomes |
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1. Allocation of Duties 2. Delegation of Authority 3. Assignment of Responsibility 4. Creation of Accountability |
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