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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
Created by: ndelgado
Popular Management sets




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