Managment Ch 11 terms

Organizational structure
the formal arrangement of jobs in the organization.
Organization design
process involving decisions about such things as work or job specialization, departmentalization, chain of command, span of control, and centralization or decentralization.
right to direct others and give orders
Parity principle
concept that individuals what are given responsibility for a function must be given enough authority to carry out that function.
Span of management
the scope of supervision, or the number of people who report to a particular manager.
Traditional authority
authority that arises from the subordinates belief in social order.
formal authority theory
belief that authority originates at the top of an organization and is delegated downward from superiors to subordinates.
authority acceptance theory
belief that a leaders authority originates at the bottom of the organizational pyramid and is determined by this subordinates willingness to comply with it.
line authority
formal authority granted by an organization to a supervisor
staff authority
authority that resides in those with certain expertise who counsel or assist those with line authority.
functional authority
authority given to the individual with expertise in specialized areas and limited to particular situations.
a physician who is employed by a hospital, rather that operating his own private practice.
charismatic authority
authority that stems from the compelling personal characteristic and charisma of a leader.
ability to influence others or get others to act in certain way.
coercive power
power based on fear
reward power
power based on the ability to distribute something of value.
reference power
power based on the personal attraction of an individual or te desire of other people to be like that person.
extender role
role of an employee who takes on tasks or projects for a manager who cannot do all the work himself.
staff personnel
employees who specialize in specific duties or areas of expertise, but who generally do not make important decisions that affect the organization.
line personnel
Employees with direct responsibility to ensure goals are achieved through their subordinates.
line organization
organizational structure built on a straight chain of command from the top of an organization to the bottom.
unity of command
the principle that states each employee has a single immediate supervisor, who in turn is responsible o her immediate superior, and so on along the chain of command.
Span of Control
the number of individuals a manager supervises.

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