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WorksheetsOrganizational Structures Terms
Total questions: 18
Worksheet time: 9mins
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
Authority:
•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
•Is the number of employees a supervisor can direct
•Refers to the rights of a supervisory position to give orders
Span of Control:
•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
The most popular organizational chart type is:
Hierarchical Structure
Matrix Structure
Horizontal/Flat Structure
Network Structure
This is an organizational chart type mostly adopted by small companies and start-ups in their early stage. It’s almost impossible to use this model for larger companies with many projects and employees.
Hierarchical Structure
Matrix Structure
Horizontal/Flat Structure
Network Structure
In this organizational structure, the reporting relationships are set up as a grid, or matrix, rather than in the traditional hierarchy. It is a type of organizational management in which people with similar skills are pooled for work assignments, resulting in more than one manager to report to.
Hierarchical Structure
Matrix Structure
Horizontal/Flat Structure
Network Structure
In this structure each organizational function has its own division which corresponds to either products or geographies. Each division contains the necessary resources and functions needed to support the product line and geography.
Network Structure
Team Based Organizational Structure
Line Organizational Structure
Divisional Structure
This organizational structure helps visualize both internal and external relationships between managers and top-level management. They are not only less hierarchical but are also more decentralized and more flexible than other structures.
Network Structure
Divisional Structure
Line Organizational Structure
Team Based Organizational Structure
These organizational structures are made of teams working towards a common goal while working on their individual tasks. They are less hierarchical and they have flexible structures that reinforce problem-solving, decision-making and teamwork.
Network Structure
Divisional Structure
Line Organizational Structure
Team based Organizational Structure
