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Organizational Structures

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Term
Definition
Organization   a systematic grouping of individuals which have been brought together to accomplish a common goal  
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Systematic Structures   define the various roles of members; set limits on employee work behavior; create rules and regulations; vary widely from organization to organization; adapt to the environment in which an organization is located  
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Operative Employees   make up the base level of the pyramid; produce an organization’s goods and services; generally do not manage or oversee the work of other employees  
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Supervisors   part of an organization’s management team; oversee the work of operative employees; are the only managers who do not manage other managers; considered first-level managers  
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Middle Managers   employees who manage other managers; responsible for establishing and achieving the goals of their specific department or region set by top management  
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Top Management   sets an organization’s goals and objectives; develops methods for achieving goals and objectives; is the head of the organization  
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The Management Process   refers to accomplishing goals and objectives effectively and efficiently; involves using your resources competently; always has an end goal of achievement; accomplished through a specific organizational structure  
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Organizational Structures   arrange and group jobs based on specific tasks in order to enhance efficiency; increase the effectiveness of communication and reporting  
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Informal Structures   are laid-back and undefined; involve employees completing tasks which may not always fit their job description; normally found in smaller businesses with fewer employees  
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Formal Structures   clearly defined and organized; can be found in any size business  
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Work Specialization   occurs when a job is broken down into a number of steps which are each completed by a different individual  
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Span of Control   the number of employees a supervisor can direct; varies from supervisor to supervisor  
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Chain of Command   the principle in which an employee should have only one supervisor to whom he or she is responsible; decreases conflicting demands and priorities  
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Authority   refers to the rights of a supervisory position to give orders; one person’s position over another  
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Line Authority   the most straightforward form of authority; gives the supervisor the right to direct the work of his or her employees without consulting others  
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Staff Authority   supports line authority; allows others to advise, service and assist the supervisor if needed; allows for input and suggestions from additional staff members, but does not guarantee implementation  
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Functional Authority   signifies the rights over individuals outside of an individual’s specific division; breaks the chain of command  
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Centralization   occurs when only a select few people at the top of an organization make the decisions  
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Decentralization   occurs when decisions are made by the individuals who are the closest to the problem; more conducive to making changes in a process  
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Departmentalization   the grouping of individuals into departments based on work functions, product or service, target market, geographic territory and process used to create products  
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Simple Structure   non-elaborate structure; has little formalization; has a centralized authority  
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Functional Structure   expansion of functional departmentalization; groups employees with similar and related occupational specialties; used as a framework for an entire company  
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