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Chapt.5
Question | Answer |
---|---|
Organizing | The function of management that creates the organization's structure |
Organizational design | When managers develop or change the organization's structure |
Work specialization | Dividing work activities into seperate job tasks; also called division og labor |
Departmentalization | How jobs are grouped together |
Fuctional departmentalization | Grouping activities by functions performed |
Product departmentalization | Grouping activities by major product areas |
Customer departmentalization | Grouping activites by customer |
Process departmentalization | Grouping activities on the basis of geography or territory |
Process departmentalization | Grouping activities on the basis of work or customer flow |
Cross-funtional teams | Teams made up of individuals from varios departments and that cross traditional departmental lines |
Chain of command | The line of authority extending from upper organizational levels to lower levels, which clarifies who reports to whom. |
Authority | The rights inherent in a managerial position to give orders and expect the orders to be obeyed |
Reponsibility | An obligation to perform assigned duties |
Line authority | Authority that entitles a manager to direct the work of an employee |
Staff authority | Positions with some authority that have been created to support, assist, and advice those holding line authority |
Unity of command | The management principle that no person should report to more than one boss |
Power | An individual's capacity to influence decisions |
Span of control | The number of employees a manager can efficiently and effectively supervise |
Centralization | The degree to which decion making takes place at upper levels of the organization |
Decentralization | The degree to which lower=level managers provided input or actually make decisions |
Formalization | How standarized an organization's job are and the extent to which employee behavior is guided by rules and procedures |