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