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BM1 1.05
EC-103
Term | Definition |
---|---|
Authority | The formally granted influence of an individual to make decisions, pursue goals, and obtain the resources necessary to support those decisions and goals |
Chain of command | The flow of authority within an organization; also called line of command |
Communication | An exchange of information in which the words and gestures are understood in the same way by both the speaker and the listener |
Delegation | Assigning tasks to subordinates |
Division of labor | Dividing a large job into units, or jobs tasks, and assigning an individual to do each of the tasks |
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. |
Functional structure | An organizational design in which the firm is broken into traditional departments, each with its own set of responsibilities and activities |
Innovation | The creation or discovery of something new, such as a new product, strategy, or process |
Job specialization | Becoming an expert in specific work task |
Lateral relations | The amount of teamwork included in an organizational design |
Line authority | Formal; direct authority that affects a business's day-to-day operations |
Line of command | See chain of command |
Matrix structure | An organizational design the combines the traditional functional structure with the divisional structure |
Objectives | Goals to be reached |
Organizational cchart | A graphical representation of the floe authority within an organization |
Organizational design | The process of structuring a business's people, information, and technology to enable the business to achieve its goals and to be successful; also called organizational structure |
Organizational structure | See organizational design |
Product manager | An individual who monitors one or more existing products and develops new products |
Productivity | The amount of work employees perform in a given period, usually their output per hour |
Responsibility | The duty to get a job done |
Scalar principle | Creating authority that flows in a clear, continuous |
Span of control | The measurement of how many workers are supervised by one manager |
Staff authority | Advisory authority, often without the ability to enforce or take action |
Unity of command | A principle that states that no employee should answer to more than one supervisor at a time |