3680024
Descripción
Fichas por Pascal Senn, actualizado hace más de 1 año
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Creado por Pascal Senn
hace alrededor de 9 años
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| Pregunta | Respuesta |
| Delegation | Sharing or transfer of authority and the associated responsibility, from an employer or superior (who has the right to delegate) to an employee or subordinate. |
| Span of control | The number of subordinates that a manager or supervisor can directly control. This number varies with the type of work: complex, variable work reduces it to six, whereas routine, fixed work increases it to twenty or more. |
| Levels of hierarchy | The level of pyramid-like ranking of ideas, individuals, items, etc., where every level (except the top and the bottom ones) has one higher and one lower neighbour. Higher level means greater authority, importance, and influence. |
| Chain of command | The order in which authority and power in an organization is wielded and delegated from top management to every employee at every level of the organization. Instructions flow downward along the chain of command and accountability flows upward. |
| Bureaucracy | A system of administration distinguished by its (1) clear hierarchy of authority, (2) rigid division of labor, (3) written and inflexible rules, regulations, and procedures, and (4) impersonal relationships. Once instituted, bureaucracies are difficult to dislodge or change. See also Parkinson's Law and Peter Principle. |
| Centralization | 1.The concentration of management and decision-making power at the top of an organization's hierarchy. 2.The location of all or most main departments and managers at one facility. |
| Decentralization | Transfer of decision making power and assignment of accountability and responsibility for results. It is accompanied by delegation of commensurate authority to individuals or units at all levels of an organization even those far removed from headquarters or other centers of power. |
| De-layering | To reduce the size of a business hierarchy, especially in terms of a reduction in management. This creates a flatter (less layered) organisational structure. |
| Organization charts | An organization chart is a graphical depiction of the roles and structure within an organization. The charts also diagram the relationship between those roles and they are a simple way to visualise how work flows within a business. |
| Flat/horizontal organizations | A flat organization (also known as horizontal organization or delayering) is an organization that has an organisational structure with few or no levels of middle management between staff and executives. |
| Tall/vertical organizations | The way that a company’s structure develops often falls into a tall (vertical) structure or a flat (horizontal) structures. Tall structures are more of what we think of when we visualise an organisational chart with the CEO at the top and multiple levels of management. Flat organisational structures differ in that there are fewer levels of management and employees often have more autonomy. |
| Hierarchical organizations | A hierarchical organization is an organisational structure where every entity in the organization, except one, is subordinate to a single other entity. This arrangement is a form of a hierarchy. |
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