management - Chapter 10 Organizing development of...

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Chapter 10 Organizing – development of organizational resources to achieve strategic goals Organization Structure – framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated Organization Chart – visual representation of an organization’s structure Work Specialization – degree to which organizational tasks are subdivided into individual jobs; also called division of labor Chain of Command – unbroken line of authority that links all individuals in the organization and specifies who reports to whom Authority – formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes Responsibility – duty to perform the task or activity an employee has been assigned Accountability – fact that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command Delegation – process managers use to transfer authority and responsibility to positions below them in the hierarchy Line Authority – form of authority in which individuals in management positions have the formal power to direct and control immediate subordinates Staff Authority – form of authority granted to staff specialists in their area of expertise Span of Management – number of employees reporting to a supervisor; also called span of control Tall Structure – management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels Flat Structure – management structure characterized by an overall broad span of control and relatively few hierarchical levels Centralization – location of decision authority near top organizational levels Decentralization – location of decision authority near lower organizational levels Departmentalization – basis on which individuals are grouped into departments and departments into the total organization Functional Structure – grouping of positions into departments based on similar skills, expertise, and resource use Divisional Structure – organization structure in which departments are grouped based on similar organizational outputs Matrix Approach – organization structure that utilizes functional and divisional chains of command simultaneously in the same part of the organization Two Boss Employees – employees who report to 2 supervisors simultaneously Matrix Boss – product of functional boss responsible for one side of the matrix Top Leader – overseer of both the product and functional chains of command, responsible for the entire matrix Cross Functional Teams – group of employees from various functional departments that meet as a team to resolve mutual problems
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This note was uploaded on 05/04/2009 for the course MKTNG 330 taught by Professor Bita during the Spring '09 term at Montclair.

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management - Chapter 10 Organizing development of...

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