Logical
grouping or work activities based on expertise, products,
markets, customers, or projects to enhance planning, leading,
and controlling.
Dispersal
of authority through delegation that gives successively lower&-level
managers greater decision&-making responsibility.
Also
called the Span of management, it is the number of subordinates
who can be effectively supervised given the type of task,
technology, and environment of work.
The
concept that a subordinate should report to only one superior or
receive only one set of directions from one superior at one
time.
An
approach to departmentalization based on grouping people
according to their skills and expertise, giving them authority
within their areas of expertise.
An
approach to departmentalization based on grouping people
according to an organization's products or services, with
functional activities relocated under product or service
divisions.
An
approach to departmentalization based on territorial control and
localized decision making with functional activities
subordinated to geographic divisions.
An
approach to departmentization based on well&-defined
customer groups whereby employees and activities are focused on
unique needs of clientele.
An
approach to organizing work based on forming temporary teams
from the ranks of existing employees that are responsible for
completing well&-defined projects.
The
right to make decisions within predetermined boundaries
sanctioned by an organization, often taking the form of legal or
institutionalized responsibility.
The
concept of a clear, unbroken line of authority derived from
unambiguous delegation throughout the management hierarchy.
The
concept that a subordinate should report to only one superior or
receive only one set of directions from one superior at one
time.
Line
managers concern themselves with the primary operations of a
firm and have direct authority for operational results.
Staff
managers concern themselves with the support and advising
activities that reinforce line operations, but do not have
direct authority for operational results.
Expert
advisors who provide special services or advice related to
particular responsibilities such as legal affairs, economic
consulting, or affirmative action.
Assistants
and advisors to line managers who directly support operational
activities but do not become involved in those decisions.
The
process of partially distributing authority to subordinates for
making decisions or performing tasks.
Managers
must be explicit about how they expect subordinates to make
decisions and the extent to which subordinates have authority to
make decisions.
Subordinates
can only be held accountable if they have sufficient authority
to make decisions relating to activities for which they are
responsible.
The
concentration of decisions making authority at top levels of
management with little delegation to others.
A
shared set of values and beliefs that determine patterns of
behavior common to groups of people; corporate culture refers to
patterns of behavior based on shared values and beliefs within a
particular firm.
A
program designed to transfer stock ownership to employees
through a formula that shares profit increases with employees.
