| A | B |
|---|
| Authority | The formally granted influence of an individual to make decisions, pursue goals, and obtain the resources necessary to support those decisions and goals |
| Chain of command | The flow of authority within an organization |
| Departmentalization | The way departments are defined and arranged |
| Division of labor | The process of dividing a large job into units, or job tasks, and assigning an individual to do each of the tasks |
| Divisional structure | An organizational design in which the firm is broken down into units according to factors such as product, process, territory, customer type, etc. |
| Functional structure | An organizational design in which the firm is broken into traditional departments, each with its own set of responsibilities and activities (marketing, operations, sales, IT, etc.) |
| Matrix structure | An organizational design that combines the traditional functional structure with the divisional structure |
| Organizational chart | A graphical representation of the flow of authority within the organization |
| Organizational structure: | The company’s configuration of employees for accomplishing specific business tasks; how the business is organized |
| Organizing | The management function of setting up the way the business's work will be done |
| Scalar principle | Creating authority that flows in a clear, continuous line |
| Span of control | The measurement of how many workers are supervised by one manager |
| Specialization | An employee’s narrow focus on one task or area of expertise |
| Unity of command | A principle that states that no employee should answer to more than one supervisor at a time |
