Across
- 2. The complete redesign of business structures and processes in order to improve operations.
- 4. An organizational structure that is characterized by a relatively low degree of job specialization, loose departmentalization, few levels of management, wide spans of control, decentralized decision-making, and a short chain of command.
- 6. The process of pushing decision-making authority down the organizational hierarchy.
- 7. The network of connections and channels of communication based on the informal relationships of individuals inside an organization.
- 9. An organizational structure that combines functional and product departmentalization by bringing together people from different functional areas of the organization to work on a special project.
- 10. The process of grouping jobs together so that similar or associated tasks and activities can be coordinated.
- 11. Legitimate power, granted by the organization and acknowledged by employees, that allows an individual to request action and expect compliance.
- 12. The degree to which formal authority is concentrated in one area or level of an organization. Top management makes most of the decisions.
- 13. The line of authority that extends from one level of an organization’s hierarchy to the next, from top to bottom, and makes clear who reports to whom.
Down
- 1. The assignment of some degree of authority and responsibility to persons lower in the chain of command.
- 3. The process of dividing work into separate jobs and assigning tasks to workers.
- 5. An organizational structure that is characterized by a relatively high degree of job specialization, rigid departmentalization, many layers of management, narrow spans of control, centralized decision-making, and a long chain of command.
- 8. An organizational structure with direct, clear lines of authority and communication flowing from the top managers downward.