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Unit 1.04
Managerial Organizing
| Term | Definition |
|---|---|
| Authority | The formally granted influence of an individual to make decisions, pursue goals, and obtain resources. |
| Chain of command | The flow of authority within an organization. |
| Departmentalization | The way departments are defined and arranged. |
| Division of labor | The process of dividing a large job into units, or job tasks, and assigning an individual to do each of the tasks. |
| Divisional structure | An organizational design where the firm is broken down into units by product, process, territory, or customer type. |
| Functional structure | An organizational design where the firm is broken into traditional departments with their own responsibilities. |
| Matrix structure | An organizational design that combines the traditional functional structure with the divisional structure. |
| Organizational chart | A graphical representation of the flow of authority within the organization. |
| Organizational structure | The company's configuration of employees for accomplishing specific business tasks; how the business is organized. |
| Scalar principle | Creating authority that flows in a clear, continuous line. |
| Span of control | The measurement of how many workers are supervised by one manager. |
| Specialization | An employee's narrow focus on one task or area of expertise. |
| Unity of command | A principle that states that no employee should answer to more than one supervisor at a time. |