Industrial organization

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Across
  1. 2. an organization is divided into different divisions, each responsible for a specific product, service,or geographical area.
  2. 7. the importance of the informal organization.
  3. 11. he is emphasized the need for systematic, purposeful, and organized discharge of tasks.
  4. 13. the way an organization arranges it's lines of authority, roles, responsibilities, and communication.
  5. 14. scientific management theory,control, order, formality
  6. 17. is a group of people working together to achieve a common goals or set of goals.
  7. 22. exists when employees can be redeployed quickly and smoothly between organization.
  8. 23. a set of parts that interact to form a complex whole .
  9. 24. guiding and motivating team.
  10. 25. it shows how it is expected that the vision will be realized.
  11. 29. goals can be tracked, allowing you to see your progress.
  12. 30. the focus shifted to the behavior of people in organization.
  13. 36. regularly letting employees know how they're doing at their job.
  14. 37. combines elements of both functional and divisional structures.
  15. 39. a date helps us stay focused and motivated, inspiring us and providing something to work towards.
  16. 41. involves distributing decision-making authority to lower levels.
  17. 43. making sure that everything is going according to plan.
  18. 44. involves adopting a broader and longer-term view of what needs to be done and ensuring that the activities you carry out contribute to achieving the organization's strategic goals.
  19. 45. when the core of permanent employees is supplemented by a peripheral group of part-time employees on short or fixed term contracts or subcontracted workers.
  20. 48. this theory views organizations as complex systems with interrelated and interdependent parts.
  21. 49. organizational structures often include a hierarchy, which is a system of levels or ranks within an organization.
  22. 50. the control and operations of various marketing activities and the people involved in those activities.
Down
  1. 1. is one in which striving for improved performance is a recognized way of life.
  2. 3. the capacity to create an achievable vision for the future, to foresee longer-term developments, to envisage options,to select sound courses of action, and to challenge the status quo.
  3. 4. leaders have complete power over people.
  4. 5. strategic planning,organizing, directing, and controlling of financial undertakings in an organization.
  5. 6. capable of quickly adapting to new demands and operate efficiently.
  6. 8. consists of a statement or an understanding of what the organization or a part of it wants to become, where it wants to go and, broadly,how it means to get there.
  7. 9. refers to decision-making being concentrated at the top levels of the organization.
  8. 10. it groups employees based on their specific functions or roles, such as marketing, finance, operations, and human resources.
  9. 12. effectiveness depends on leadership style and favorableness of situation.
  10. 15. ensure team members have the necessary skills, including being able to handle various tasks.
  11. 16. leaders involve followers in the decision making process.
  12. 18. happens when the numbers of employees can be quickly and easily increased or decreased in line with even short-term changes in the level of demand for labor.
  13. 19. it describes a vision of what something will look like in a few years time.
  14. 20. no one best style of leadership.
  15. 21. who is the theory of contingency.
  16. 26. is what managers do when they look ahead at what they need to achieve in the middle or relatively distant future.
  17. 27. deciding on a course of action.
  18. 28. enable the team to set goals, prioritize tasks, and monitor progress.
  19. 31. giving employees a say in company decisions through councils, suggestion programs, and surveys.
  20. 32. how goods and services are produced in organization.
  21. 33. can be measured using LPC - Least Preferred Co-worker.
  22. 34. deciding what needs to be done, grouping activities together, establishing lines of communication and control and defining responsibilities and accountabilities.
  23. 35. "ALLOW TO DO", AKA "DO NOTHING" approach.
  24. 38. the process of deciding what to do and then getting it done through the effective use of resources.
  25. 40. the ability of individual or group to influence and guide followers
  26. 42. avoid overwhelm and unnecessary stress and frustration by making the goal.
  27. 46. are you able to take action to achieve the goal.
  28. 47. behaviour clear and specific so you goals are easier to achieve.