BM OBJ 1.04 Vocab

Authority

• The formally granted influence of an individual to make decisions, pursue goals, and obtain the resources necessary to support those decisions and goals

• The process of dividing a large job into units, or job tasks, and assigning an individual to do each of the tasks

• An organizational design in which the firm is broken into traditional departments, each with its own set of responsibilities and activities (marketing, operations, sales, IT, etc.)

• An organizational design in which the firm is broken into traditional departments, each with its own set of responsibilities and activities (marketing, operations, sales, IT, etc.)

Chain of command

• The flow of authority within an organization

• The management function of setting up the way the business's work will be done

• Creating authority that flows in a clear, continuous line

• The measurement of how many workers are supervised by one manager

Departmentalization

• An organizational design that combines the traditional functional structure with the divisional structure

• An employee’s narrow focus on one task or area of expertise

• The management function of setting up the way the business's work will be done

• The way departments are defined and arranged

Division of labor

• The process of dividing a large job into units, or job tasks, and assigning an individual to do each of the tasks

• An organizational design that combines the traditional functional structure with the divisional structure

• The management function of setting up the way the business's work will be done

• The measurement of how many workers are supervised by one manager

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

• An organizational design that combines the traditional functional structure with the divisional structure

• An organizational design in which the firm is broken into traditional departments, each with its own set of responsibilities and activities (marketing, operations, sales, IT, etc.)

• The company’s configuration of employees for accomplishing specific business tasks; how the business is organized

Functional structure

• An organizational design in which the firm is broken into traditional departments, each with its own set of responsibilities and activities (marketing, operations, sales, IT, etc.)

• An organizational design in which the firm is broken down into units according to factors such as product, process, territory, customer type, etc

• The company’s configuration of employees for accomplishing specific business tasks; how the business is organized

• An organizational design that combines the traditional functional structure with the divisional structure

Matrix structure

• The company’s configuration of employees for accomplishing specific business tasks; how the business is organized

• An organizational design in which the firm is broken down into units according to factors such as product, process, territory, customer type, etc

• The flow of authority within an organization

• An organizational design that combines the traditional functional structure with the divisional structure

Organizational chart

• An organizational design in which the firm is broken into traditional departments, each with its own set of responsibilities and activities (marketing, operations, sales, IT, etc.)

• Creating authority that flows in a clear, continuous line

• The measurement of how many workers are supervised by one manager

• An employee’s narrow focus on one task or area of expertise

Organizing

• The management function of setting up the way the business's work will be done

• An organizational design that combines the traditional functional structure with the divisional structure

• The flow of authority within an organization

• The process of dividing a large job into units, or job tasks, and assigning an individual to do each of the tasks

Scalar principle

• Creating authority that flows in a clear, continuous line

• The measurement of how many workers are supervised by one manager

• An employee’s narrow focus on one task or area of expertise

• The way departments are defined and arranged