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| Organizing | Management function that involves arranging and structuring work to accomplish the organization's goals. |
| Organizational Structure | The formal arrangement of jobs within an organization. |
| Organizational Chart | The visual representation of an organization's structure. |
| Organizational Design | Creating or changing an organization's structure. |
| Work Specialization | Diving work activities into separate job tasks. |
| Departmentalization | The basis by which jobs are grouped together. |
| Cross-Functional Team | A work team composed of individuals from various functional specialties. |
| Chain of Command | The line of authority extending from upper organizational levels to the lowest levels, which clarifies who reports to whom. |
| Authority | The rights inherent in a managerial position to tell people what to do and to expect them to do it. |
| Line Authority | Authority that entitles a manager to direct the work of an employee. |
| Staff Authority | Positions with some authority that have been created to support, assist, and advise those holding the authority. |
| Responsibility | The obligation or expectation to perform any assigned duties. |
| Unity of Command | The management principle that each person should report to only one manager. |
| Span of Control | The number of employees a manager can efficiently and effectively manage. |
| Centralization | The degree to which decision making is concentrated at upper levels of the organization. |
| Decentralization | The degree to which lower-level employees provide input or actually make decision. |
| Employee Empowerment | Giving employees more authority [power] to make decisions. |
| Formalization | How standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures. |
| Mechanistic Organization | An organizational design that's rigid and tightly controlled. |
| Formalization | How standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures. |
| Mechanistic Organization | An organizational design that's rigid and tightly controlled. |
| Organic Organization | An organizational design that's highly adaptive and flexible. |
| Unit Production | The production of items in unites or small batches. |
| Mass Production | The production of items in large batches. |
| Process Production | The production of items in continuous processes. |
| Simple Structure | An organizational design with little departmentalization, wide spans of control, centralized authority, and little formalization. |
| Functional Structure | An organizational design that groups together similar or related occupational specialties. |
| Divisional Structure | An organizational structure made up of separate, semiautonomous units or divisions. |
| Team Structure | An organization structure in which the entire organizational is made up of work teams. |
| Matrix Structure | An organizational structure that assigns specialists from different functional departments to work on one or more projects. |
| Project Structure | An organizational structure in which employees continuously work on projects. |
| Boundaryless Organization | An organization whose design is not defined by, or limited to, the horizontal, vertical, or eternal boundaries imposed by a predefined structure. |
| Virtual Organization | An organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects. |
| Task Force [or ad hoc committee] | A temporary committee or team formed to tackle a specific short-term problem affecting several departments. |
| Open Innovation | Opening up the search for new ideas beyond the organization's boundaries and allowing innovations to easily transfer inward and outward. |
| Telecommuting | A work arrangement in which employees work at home and are linked to the workplace by computer. |
| Compressed Workweek | A workweek where employees work longer hours per day but fewer days per week. |
| Flextime [or flexible work hours] | A scheduling system in which employees are required to work a specific number of hours a week but are free to vary those hours within certain limits. |
| Job Sharing | The practice of having two or more people split a full-time job. |
| Contingent Workers | Temporary, freelance, or contract workers whose employment is contingent on demand for their services. |
Has the degree to which lower
Decentralization is the degree to which decision making takes place at lower-level employees provide input or actually make decisions, the more decentralization is there.
In what type of organization are decisions made at lower levels?
Decentralized organizational structure
In a decentralized structure, lower-level employees pinpoint issues and make decisions before communicating it to upper management.
What is low degree of departmentalization?
simple structure is characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization. A simple structure or flat structure is one of the classifications of organizational structure. It is used by small businesses.
Is the degree to which decision
Explanation: Centralization is depicted as the extent to which decision-making is accumulated at a single point in the organization.