management-organizing

organizing-arranging of the firm's resources into a coherent structure.

organizational structure-defines an orgn through specification of the jobs to be performed and the ways in which these jobs relate to one another.

    chain of command- describes the hierarchy of who reports to whom in the orgn.

Specialization vs. Departmentalization:

Job Spe. the process of identifying the specific jobs that need to done and designating the people who will perform them. breaking jobs into small components prior to assigning them to individuals.

Dep. -the grouping of similar or related jobs into logical units.

    types of Dep:

        customer Dep.

        product Dep.

        process Dep.-process org.- that is based on customer sevices.

        geographic Dep.

        functional Dep.

Responsibility vs. Authority; empowerment

Res.-the duty to perform an assigned task.

Auth.-the power to make decisions.

basic forms of organizational structure:

1. functional orgns-divide jobs responsibilities by functional area, such as marketing or finance. often used by most small-and medium-sized firms.
2. divisional orgns-resemble separate businesses in that they produce and market their own products. it usually operate as autonomous businesses under the larger corporate umbrella.
3. matrix orgns- teams are formed in which individuals  report to two or more managers, usually including a line manager and a staff manager. it is highly flexible and readily adaptable to changing circumstances.
4. international orgns-have been developed in response to the need to manufacture, purchase, and sell in global markets.

    ps-(9) 5 firms- organization chart--8 levels

informal orgns--it can be as powerful as formal orgns

    social interactions

    intrapreneuring- is encouraged among business as a way of enhancing creativity and flexibility in large, bureaucratic structures.