Discover published sets by community

Reporting Lines are the formal line of authority, communication, and responsibility within an organization. Example: An employee in the marketing department reports to the marketing manager, who in turn reports to the vice president of marketing.

Span of Control describes the number of subordinates a supervisor or manager can effectively manage. Example: A manager overseeing four departments with ten employees each.

Organizational Culture encompasses values and behaviors that contribute to the unique social and psychological environment of an organization. Example: A tech startup with a casual dress code and a flat hierarchy that encourages innovation.

Command refers to the authority to make decisions and the responsibility to oversee organizational resources and activities. Example: A military officer has command over their assigned troops.

Authority is the power or right to give orders, make decisions, and enforce obedience. Example: A department head has the authority to make staffing decisions within their department.

Responsibility is the obligation to perform assigned tasks, roles, or duties. Example: A safety officer is responsible for ensuring all employees follow health and safety regulations.

Functional Structure divides the company based on specialization, with different business areas such as marketing, finance, and sales. Example: A corporation where each department focuses exclusively on its specific function.

Flat Structure, also known as horizontal structure, has few or no levels of middle management between staff and executives. Example: A startup company where the CEO works directly with all employees.

Coordination is the process of organizing people or groups so that they work together properly and well. Example: A project manager ensuring all teams are working towards the same deadlines.

Unity of Command principle states that each employee should receive orders from only one superior and answer to only that person. Example: An accountant in a company reporting solely to the financial manager.

Hierarchy refers to a system where members of an organization are ranked according to the level of their power. Example: A company where the structure flows from CEO to managers to staff.

Accountability is being held answerable for accomplishing a goal or assignment. Example: A project leader is accountable for the completion of a project on time and within budget.

Organizational Design is the process of structuring an organization's strategy, culture, roles, and systems to achieve its goals. Example: A business redesigns its structure to focus more on customer service.

Task Specialization is the degree to which organizational tasks are separated and assigned to different workers. Example: In a restaurant, chefs specialize in cooking while waiters specialize in serving customers.

Line-and-Staff Structure is made up of direct (line) personnel and indirect (staff) support personnel. Example: Line workers handle core business tasks while staff provides specialized, advisory support services.

An Organizational Chart is a diagram that shows the structure of an organization and the relationships and relative ranks of its parts and positions/jobs. Example: A visual chart displaying the CEO at the top, followed by directors, managers, and then staff.

Bureaucracy is a system of administration characterized by strict policies, procedures, and a clear hierarchy. Example: Government agencies are often bureaucratic, with many layers of management.

Adhocracy is an organizational structure characterized by flexibility, employee empowerment, and an emphasis on individual initiative. Example: A creative agency that allows teams to form and disband as needed for projects.

A Role is a set of expected behavior patterns attributed to someone occupying a given position in a social unit. Example: A sales manager's role might include responsibilities such as supervising the sales team and developing sales strategies.

Departmentalization refers to the process of dividing an organization into different departments, which perform specific tasks or roles. Example: A company split into sales, marketing, finance, and HR departments.

Standardization is the process of making certain that every task or procedure is performed identically and to set specifications. Example: The ISO 9001 standard ensures that companies follow consistent quality management practices.

Formalization is the extent to which policies, procedures, job descriptions, and rules are written and explicitly articulated. Example: A company handbook with detailed job descriptions and company policies.

Decentralization refers to the distribution of decision-making governance closer to the people or positions affected by the decisions. Example: Each department has the power to make its own purchasing decisions.

Chain of Command is a system where authority passes down from the top through a series of executive positions or military ranks where each person is accountable to the one directly superior. Example: In a company, an employee reports to a supervisor who in turn reports to a manager.

Centralization is the degree to which decision-making authority is concentrated at higher levels in an organization. Example: A corporation where all major decisions are made by the headquarters.

Organizational Environment consists of both external and internal factors that influence the functioning and performance of an organization. Example: Economic conditions, competitors, and regulations are part of an organization's external environment.

Matrix Structure is an organizational structure that shares resources across both functional and product-based divisions. Example: A company where employees have dual reporting relationships - typically to both a functional manager and a product manager.

Delegation is the assignment of authority and responsibility to another person to carry out specific activities. Example: A manager delegates the task of compiling the weekly sales report to an assistant.

Complexity in an organizational structure refers to the number of distinct tasks, processes, or roles within the organization. Example: A multinational company with various departments dealing with distinct markets and products.