Term
|
Definition
Legitimate power, granted by the organization and acknowledged by employees, that allows an individual to request action and expect compliance. |
|
|
Term
|
Definition
The degree to which formal authority is concentrated in one area or level of an organization. Top management makes most of the decisions. |
|
|
Term
|
Definition
The line of authority that extends from one level of an organization's hierarchy to the next, from top to bottom, and makes clear who reports to whom. |
|
|
Term
|
Definition
Members from the same organizational level, but from different functional areas. |
|
|
Term
|
Definition
The process of pushing decision-making authority down the organizational hierarchy. |
|
|
Term
|
Definition
The assignment of some degree of authority and responsibility to persons lower in the chain of command. |
|
|
Term
|
Definition
The process of grouping together so that similar or associated tasks and activities can be coordinated. |
|
|
Term
|
Definition
The Process of dividing work into separate job and assigning tasks to workers. |
|
|
Term
|
Definition
The order and design of relationships within a firm; consists of two or more people working together with a common objective and clarity of purpose. |
|
|
Term
|
Definition
The degree to which group members want to stay in the group and tend to resist outside influences. |
|
|
Term
Line-and-Staff Organization |
|
Definition
An organizational structure that includes both line and staff positions. |
|
|
Term
|
Definition
The levels of management within an organization; typically includes top, middle, and supervisory management. |
|
|
Term
|
Definition
An organizational structure that combines functional and product departmentalization by bringing together people from different functional areas of the organization to work on a special project. |
|
|
Term
|
Definition
A visual representation of the structured relationship among tasks and people given the authority to do those tasks. |
|
|
Term
|
Definition
Usually members of the same department who meet regularly to suggest ways to improve operations and solve specific problems. |
|
|
Term
|
Definition
The complete redesign of business structures and processes in order to improve operations. |
|
|
Term
|
Definition
Teams without formal supervision that plan, select alternatives, and evaluate their own performance. |
|
|
Term
|
Definition
The number of employees a manager directly supervises, also called span of management. |
|
|
Term
|
Definition
The degree to which tasks are subdivided into smaller jobs. |
|
|
Term
|
Definition
A network of independent companies linked by information technology to share skills, costs, and access to one anothers markets; allows the companies to come together quickly to exploit rapidly changing opportunities. |
|
|