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Ch. 6 Bateman

Management - Ch. 6 Organizing for Action

QuestionAnswer
Span of Control The number of subordinates who report directly to an executive or supervisor.
Delegation The assignment of new or additional responsibilities to a subordinate.
Responsibility The assignment of a task that an employee is supposed to carry out.
Accountability The expectation that employees will perform a job, take corrective action when necessary, and report upward on the status and quality of their performance.
Centralized Organization An organization in which high- level executives make most decisions and pass them to lower levels for implementation.
Decentralized Organization An organization in which lower-level managers make important decisions.
Line Departments Units that deal directly with the organization’s primary goods and services.
Staff Departments Units that support line departments.
Departmentalization Subdividing an organizations into smaller subunits.
Functional Organization Departmentalization around specialized activities such as production, marketing, and human resources.
Divisional Organization Departmentalization that groups units around products, customers, or geographic regions.
Matrix Organization An organization composed of dual reporting relationships in which some managers report to two supervisors – a functional manager and a divisional manager.
Utility-of –Command Principle A structure in which each worker reports to one boss, who in turn reports to one boss.
Learning Organization An organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights. *Knowledge transfer*
Total Quality Management (TQM) An integrative approach to management that supports the attainment of customer satisfaction through a wide variety of tools and techniques that result in high-quality goods and services. *notion of continuous improvement*
Created by: bpark
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