Management - Ch. 6 Organizing for Action
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| Span of Control | The number of subordinates who report directly to an executive or supervisor.
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| Delegation | The assignment of new or additional responsibilities to a subordinate.
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| Responsibility | The assignment of a task that an employee is supposed to carry out.
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| 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.
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| Centralized Organization | An organization in which high- level executives make most decisions and pass them to lower levels for implementation.
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| Decentralized Organization | An organization in which lower-level managers make important decisions.
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| Line Departments | Units that deal directly with the organization’s primary goods and services.
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| Staff Departments | Units that support line departments.
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| Departmentalization | Subdividing an organizations into smaller subunits.
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| Functional Organization | Departmentalization around specialized activities such as production, marketing, and human resources.
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| Divisional Organization | Departmentalization that groups units around products, customers, or geographic regions.
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| Matrix Organization | An organization composed of dual reporting relationships in which some managers report to two supervisors – a functional manager and a divisional manager.
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| Utility-of –Command Principle | A structure in which each worker reports to one boss, who in turn reports to one boss.
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| Learning Organization | An organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights. *Knowledge transfer*
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| 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*
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Created by:
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