Operative Employees:

• •Make up the base level of the pyramid

  •Produce an organization’s goods and services

  •Generally do not manage or oversee the work of other employees

• •Are a part of an organization’s management team

  •Oversee the work of operative employees

  •Are considered first-level managers

• •Are employees who manage other managers

  •Are responsible for establishing and achieving the goals of a specific department or region set by top management

• •Sets an organization’s goals and objectives

  •Develops methods for achieving goals and objectives

  •Is the head of the organization

Top Management:

• •Make up the base level of the pyramid

  •Produce an organization’s goods and services

  •Generally do not manage or oversee the work of other employees

• •Are a part of an organization’s management team

  •Oversee the work of operative employees

  •Are considered first-level managers

• •Are employees who manage other managers

  •Are responsible for establishing and achieving the goals of a specific department or region set by top management

• •Sets an organization’s goals and objectives

  •Develops methods for achieving goals and objectives

  •Is the head of the organization

Supervisors:

• •Make up the base level of the pyramid

  •Produce an organization’s goods and services

  •Generally do not manage or oversee the work of other employees

• •Are a part of an organization’s management team

  •Oversee the work of operative employees

  •Are considered first-level managers

• •Are employees who manage other managers

  •Are responsible for establishing and achieving the goals of a specific department or region set by top management

• •Sets an organization’s goals and objectives

  •Develops methods for achieving goals and objectives

  •Is the head of the organization

Middle Managers:

• •Make up the base level of the pyramid

  •Produce an organization’s goods and services

  •Generally do not manage or oversee the work of other employees

• •Are employees who manage other managers

  •Are responsible for establishing and achieving the goals of a specific department or region set by top management

• •Are a part of an organization’s management team

  •Oversee the work of operative employees

  •Are considered first-level managers

• •Sets an organization’s goals and objectives

  •Develops methods for achieving goals and objectives

  •Is the head of the organization

Organizational Structures:

• −protecting the welfare and interest of the community along with their own company

  −responding to the demands of society

  −reacting to changes in social demands

• •Are implemented by:

  −written commitments

  −supportive procedures

  −visible actions

• •Arrange and group jobs based on specific tasks in order to enhance efficiency

  •Increase the effectiveness of internal communication and reporting

  •Help with conflict management

  •Establish a chain of command

  •Can be formal or informal

• •Can be formed and carried out by upper management positions through this systematic division of individuals

Social Responsibilities of Managers:

• − protecting the welfare and interest of the community along with their own company

  −responding to the demands of society

  −reacting to changes in social demands

• •Can be formed and carried out by upper management positions through this systematic division of individuals

• •Arrange and group jobs based on specific tasks in order to enhance efficiency

  •Increase the effectiveness of internal communication and reporting

  •Help with conflict management

  •Establish a chain of command

  •Can be formal or informal

• •Refers to accomplishing goals and objectives effectively and efficiently

Adaptive Organization:

• •Are clearly defined and organized

  •Can be found in any business large or small

  •Can be charted or described visually

• •Are laid-back and undefined

  •Involve employees completing tasks which may not always fit their job description

  •Are normally found in smaller businesses with fewer employees

  •Allow for social interactions and preferences

• •Are designed by:

  −communicating consistently

  −reinforcing the importance of innovation

  −collaborating effectively with employees, departments and groups

  −networking with outside organizations

Informal Structures:

• •Are laid-back and undefined

  •Involve employees completing tasks which may not always fit their job description

  •Are normally found in smaller businesses with fewer employees

  •Allow for social interactions and preferences

• •Are clearly defined and organized

  •Can be found in any business large or small

  •Can be charted or described visually

• •Are designed by:

  −communicating consistently

  −reinforcing the importance of innovation

  −collaborating effectively with employees, departments and groups

  −networking with outside organizations

Formal Structures:

• •Are laid-back and undefined

  •Involve employees completing tasks which may not always fit their job description

  •Are normally found in smaller businesses with fewer employees

  •Allow for social interactions and preferences

• •Are clearly defined and organized

  •Can be found in any business large or small

  •Can be charted or described visually

• •Are designed by:

  −communicating consistently

  −reinforcing the importance of innovation

  −collaborating effectively with employees, departments and groups

  −networking with outside organizations

Chain of Command:

• •Is the number of employees a supervisor can direct

• •Can cause worker boredom, fatigue and stress

• •Is the principle in which an employee should have only one supervisor to whom he or she is responsible

• •Refers to the rights of a supervisory position to give orders