Principles Of Management

Front 1

Organizational Structure

Back 1

How individual and team work within an organization are coordinated.

Front 2

Centralization

Back 2

The degree to which decision-making authority is concentrated at higher levels in an organization.

Front 3

Formalization

Back 3

The extent to which policies, procedures , job descriptions, and rules are written and explicitly articulated.

Front 4

Tall Structures

Back 4

Organizations with several layers of management between frontline employees and the top level

Front 5

Flat Structures

Back 5

Organizations with few layers, often with large numbers of employee reporting to a single manager.

Front 6

Functional Structures

Back 6

Structures in which jobs are grouped based on similarity in functions

Front 7

Divisional structures

Back 7

When departments represent the unique products, services, customers, or geographic locations the company is serving.

Front 8

Mechanistic Structures

Back 8

Those structures that resemble a bureaucracy and are highly formalized and centralized

Front 9

organic structures

Back 9

Those structures that are flexible and decentralized with low levels of formalization where communication lines are more fluid and flexible

Front 10

Matrix organizations

Back 10

Organizations that cross a traditional functional structure with a product structure. Specifically, employees reporting to department managers are also pooled together to form project or product teams.

Front 11

Boudaryless Organization

Back 11

An organization that eliminates traditional barriers between departments as well as barriers between the organization and the external environment.

Front 12

Modular Organization

Back 12

An organization where al the nonessential functions are outsourced.

Front 13

Strategic Alliances

Back 13

A form of boundaryless design where two or more companies find an area of collaboration and combine their efforts to create a partnership that is beneficial for all parties.

Front 14

Organizational Change

Back 14

The movement of an organization from one state of affairs to another.

Front 15

Active Resistance

Back 15

The most negative reaction to a proposed change attempt.

Front 16

Passive Resistance

Back 16

Being disturbed by changes without necessarily voicing these options

Front 17

Compliance

Back 17

Going along with proposed changes with little enthusiasm

Front 18

Enthusiastic support

Back 18

Defenders of the new way and those who actually encourage others to give support to the change effort

Front 19

Unfreezing

Back 19

Making sure that organizational members are ready for and receptive to change.

Front 20

Change

Back 20

Executing the planned changes

Front 21

Refreezing

Back 21

Ensuring that change becomes permanent and the new habit's rules, or procedures become the norm.