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chapter 5,7,9

fundamental of management

the formal arrangement of jobs within an organization. Organizational Structure
arranging and structuring work to accomplish an organization’s goals. Organizing
The degree to which tasks in the organization are divided into separate jobs with each step completed by a different person Work Specialization
the continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization—clarifies who reports to whom Chain of Command
the number of employees who can be effectively and efficiently supervised by a manager. Span of Control
Low departmentalization, wide spans of control, centralized authority, little formalization Simple structure
Groups that are independently formed to meet the social needs of their members Informal groups
the second stage of group development, characterized by intragroup conflict Storming stage
standards or expectations that are accepted and shared by a group’s members Norms
the view that all conflict is bad and must be avoided. Traditional view of conflict
a type of work team that operates without a manager and is responsible for a complete work process or segment. Self-managed work team
the process of monitoring, comparing, and correcting work performance Controlling
Control systems provide managers with information and feedback on employee performance. Empowering employees
the acceptable parameters of variance between actual performance and the standard Range of variation
corrective action that looks at how and why performance deviated before correcting the source of deviation Basic corrective action
control that takes place before a work activity is done. Feed forward control
a performance measurement tool that examines more than just the financial perspective Balanced scorecard
Popular Management sets




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