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chapter 8 managementmanagers must report and justify work results to the managers above them an external focus and values flexibility refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources boundaryless organization a fluid, highly adaptive organization whose members, linked by information technology, come together to collaborate on common tasks important decisions are made by higher-level managers internal focus and values flexibility rather than stability and control unifies employees or members and gives everyone an understanding of the organization's reason for being the process of fitting the organization to its environment the coordination of individual efforts into a group or organizationwide effort aka organizational culture: set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments tend to group activities around common customers or clients important decisions are made by middle- level and supervisory-level managers the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy the tendency of the parts of an organization to disperse and fragment aka work specialization: the arrangement of having discrete parts of a task done by different people people with diverse occupational specialties are put together in formal groups by similar products or services, customers or clients, or geographic regions represent the values & norms actually exhibited in the organization the explicitly stated values and norms preferred by an organization, as many be put forth by the firm's founder or top managers defined as one with an organizational structure with few or no levels of middle management between top managers and those reporting to them people with similar occupational specialties are put together in formal groups group activities around defined regional locations person whose accomplishments embody the values of the organization internal focus and values stability and control over flexibility aka chain of command: a control mechanism for making sure the right people do the right things at the right time aka network structure: the organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster aka team-based design: teams or workgroups, either temporary or permanent, are used to improve collaboration and work on shared tasks by breaking down internal boundaries the tendency of the parts of an organization to draw together to achieve a common purpose have authority to make decisions and usually have people reporting to them strong external focus and values stability and control an organization combines functional and divisional chains of command in a grid so that there are two command structures- vertical and horizontal authority is centralized, tasks and rules are clearly specified, and employees are closely supervised a firm assembles product chunks, or modules, provided by outside contractors aka hollow structure: the organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster authority is decentralized, there are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks system of consciously coordinated activities or forces of two or more people box- and- lines illustration showing the formal lines of authority and the organization's official positions or work specializations aka corporate culture: set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments concerned with designing the optimal structures of accountability and responsibility that an organization uses to execute its strategies formal system of task and reporting relationships that coordinates and motivates an organization's members so that they can work together to achieve the organization's goals reflects the extent to which your personality and values match the climate and culture in an organization group activities around similar products or services the obligation you have to perform the tasks assigned to you activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization's life has authority centralized in a single person, a flat hierarchy, few rules, and low work specialization aka span of management: refers to the number of people reporting directly to a given manager. have authority functions; they provide advice, recommendations, and research to line managers narrative based on true events, which is repeated- and sometimes embellished upon- to emphasize a particular value an object, act, quality, or event that conveys meaning to others. aka horizontal design: teams or workgroups, either temporary or permanent, are used to improve collaboration and work on shared tasks by breaking down internal boundaries an employee should report to no more than one manager in order to avoid conflicting priorities and demands an organization computing, and other computer connections, while often appearing to customers and others to be a single, unified organization with a real physical location a company outside a company that is created "specifically to respond to an exceptional market opportunity that is often temporary What is the process of assigning managerial authority and responsibility lower level managers?The delegation of authority refers to the division of labor and decision-making responsibility to an individual that reports to a leader or manager. It is the organizational process of a manager dividing their own work among all their people.
Is the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy multiple choice question?- Delegation - the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy.
What are the levels of authority in management?The 3 Different Levels of Management. Administrative, Managerial, or Top Level of Management.. Executive or Middle Level of Management.. Supervisory, Operative, or Lower Level of Management.. What are the four levels of managers?The four most common types of managers are top-level managers, middle managers, first-line managers, and team leaders. These roles vary not only in their day-to-day responsibilities, but also in their broader function in the organization and the types of employees they manage.
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