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| Management function that divides work that will need to be done. |
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| What tasks that need to be done to accomplish objectives. |
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| A social system whose components are coordinated in pursuit of a common mission or unifying goals and whose members share perceptions of the organization's boundaries. |
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| A diagram showing authority relationships between positions and departments in an organization. |
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| Right to act, to decide, to command. |
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| Right ot give advice and recommendations to those in line positions. |
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| Obligation or assignment to achieve some goal or result. |
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| Obligation to report on the use and results of an assignment of authority (similiar to responsibility). |
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| Relationship of subordinate to superior in an authority hierarchy. |
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| Line of direct superior-subordinate authority relationships running from top to bottom of the hierarchy. |
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| Contribute directly to the main purpose or mission of the organization. |
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| Right to decide, act, and command those directly subordinate to the line position. |
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| Support and give advice to line positions. |
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| A variant of staff authority in which staff managers may give narrow technical advice or direction to subordinates of line managers within a carefully limited scope. |
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| Classical Management Theory or Classical Management Principles |
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| Views associated with Henri Fayol about how organizations ought to be managed. Usually takea top-down view and analyze and describe the organization as though it were a closed system. |
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| Principles of Organization |
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| Associated with Classical Management to include Fayol's 14 principles, including unity of command, unity of direction, authority equal to responsibilities. |
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| All activities in pursuit of a given organizational goal should be under the direction of a single person. |
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| Each subordinate should have only one boss, as stated in Fayol's 14 classical principles. |
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| Should be a single, clear, and unbroken line of authority from the top of the organization to each subordinate position. |
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| Procedures, policies, and other plans have been established and are working, management should focus on those cases where performance doesn't meet standards. |
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| Dividing the work into very simple or basic tasks- also called Division of Labor. |
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| Limit to the number of subordinates a single person can supervise. |
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| Orgazational form identical to Bureaucracy, centralized, hierarchical, guided by rules and written procedures, with highly specialized jobs. |
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| More informal, less hirarchically structured, and have less rigid specialization with a greater degree of personal relationships. |
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| Acceptance Theory of Authority |
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| Chester Barnard. Authority depends for its effectiveness on whether or not it is accepted by those whom communications or commands are given. |
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| Created by Rensis Likert. Principle of supportive relationships. Overlapping group form of management. High performance standards. |
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| Groups are tied together by people with membership in two or more groups, often as subordinate members of a higher group and leaders of the next lower lvl groups. |
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| Grouping together of positions, their functions and responsibilities, under parts or departments of the organization structure. |
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| Logic or rationale underlaying the grouping of activities in an organization. |
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| Include functional (by specialty), product and process |
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| Functional Departmentation |
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| Common form of departmentation. Groups positions together on the basis of common professional sctivities, or common organization-wide purpose or function. |
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| Done on basis of different technologies or steps in a process. |
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| All of the positions and activities in support of different products or product types in a seperate and often independent departments or divisions. |
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| Organization based on customers, or types of customers, found in marketing organizations. |
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| Geographical or Territorial Departmentation |
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| Based on a division of the service area on lines of accessibility, similarity of clients and problems. |
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| Organization that uses two or more different bases of departmentation, usually at different lvls. |
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| Innovative development in which a project or product form of organization is superimposed on top of a functional organization. To provide flexibility along with improved coordination and cooperation between people from different functional departments in support of a special product or program. |
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| Number of persons supervised by a given manager or number of other positions supervised by any one position. |
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| Organization with many lvls of supervision or hierarchy. |
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| Found in an organization with very few lvls of hierarchy. |
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| Orgazational structure and associated policies and provedures that puts the making of the most important decisions, as well as authority and responsibility at the center of the organization. |
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| Involves moving decision making, authority, and responsibility to lower lvls of the organization. |
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| Assignment of responsibility and the necessary authority to a subordinate. |
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| Extent to which an organization depends on written rules, procedures and similar documents. |
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| # of different kinds of jobs together with a number of lvls of hierarchy in the organization. |
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| One-of-a-kind (tailor-made) or job-shop foprm of production found in such diverse businesses. |
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| Mass Production/Assembly Line Technology |
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| Related to variations in organizational structure. Mechanistic structures seem to work best with this type of technology. |
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| Continuous Process Technology (CPT) |
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| Raw materials being fed into one end and the finished product coming out the other. |
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| Redisigning jobs for more work motivation. |
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| Responsibility, opportunities for professional growth, achievement, and recognition. |
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| The acceptance theory of authority. |
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| Father of modern management, classical approach, first stated the functions of management, 14 classical principles of management. |
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| System 4 management, linking pins, overlapping group mode of management. |
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| Father of Scientific Management. |
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