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1.05 key terms
organizational design
| Term | Definition |
|---|---|
| Authority | the formally granted influence of an individual to make decisions, pursue goals, and obtain the resources necessary to support those designs and goals. |
| Chain of Command | The flow of authority within an organization; also called line of command |
| Communication | An exchange of information in which the words and gestures are understood in the same way by both the speaker and the listener |
| Delegation | Assigning tasks to subordinates |
| Division of labor | Dividing a large job into units, or job tasks, and assigning an individual to do each of the tasks |
| Divisional structure | An organizational design in which the firm is broken down into units according to factors such as product, process, territory, customer type, etc. |
| Functional Structure | An organizational design in which the firm is broken into traditional departments, each with it's own set of responsibilities and activities |
| Innovation | The creation or discovery of something new, such as a new product, strategy, or process |
| Job specialization | Becoming an expert in a specific work task |
| Lateral relations | The amount of teamwork included in an organizational design |
| line authority | formal, direct authority that affects a business's day-to -day operations |
| line of command | see chain of command |
| Matrix structure | an organizational design that combines the traditional functional structure with the divisional structure |
| objectives | goals to be reached |
| Organizational chart | a graphical representation of the flow of authority within an organization |
| organizational design | The process of structuring a business's people, information, and technology to enable the business to achieve it's goals and to be successful; also called organizational structure |
| organizational structure | see organizational design |
| product manager | an individual who monitors one or more existing products and develops new products |
| productivity | the amount of work employees perform in a given period, usually their output per hour |
| responsibility | the duty to get a job done |
| scaler principle | creating authority that flows in a clear, continuous line |
| span of control | the measurement of how many workers are supervised by one manager |
| staff authority | advisory authority, often without the ability to enforce or take action |
| Unity of command | a principle that states that no employee should answer to more than one supervisor at a time. |
Created by:
Carmen17
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