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| centralized decision making | Occurs when top managers make all key decisions. (See page(s) 260) |
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| closed system | A relatively self-sufficient entity. (See page(s) 253) |
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| contingency approach (design) | Creating an effective organization–environment fit. (See page(s) 258) |
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| decentralized decision making | Occurs when lower-level managers are empowered to make important decisions. (See page(s) 260) |
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| differentiation | Division of labour and specialization, causing people to think and act differently according to their focus. (See page(s) 258) |
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| integration | Cooperation among specialists to achieve common goals. (See page(s) 258) |
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| line managers | Have authority to make organizational decisions. (See page(s) 252) |
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| mechanistic organizations | Rigid, command-and-control bureaucracies. (See page(s) 259) |
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| open system | Organism that must constantly interact with its environment to survive. (See page(s) 253) |
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| organic organizations | Fluid and flexible network of multitalented people. (See page(s) 260) |
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| organization | System of consciously coordinated activities of two or more people. (See page(s) 250) |
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| organization chart | Boxes-and-lines illustration showing chain of formal authority and division of labour. (See page(s) 250) |
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| organizational ecology | The study of the effect of environmental factors on organizational success/failure and inter-relationships among organizations. (See page(s) 254) |
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| span of control | The number of people reporting directly to a given manager. (See page(s) 251) |
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| staff managers | Provide research, advice, and recommendations to line managers. (See page(s) 252) |
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| strategic constituency | Any group of people with a stake in the organization's operation or success. (See page(s) 257) |
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| unity of command principle | Each employee should report to a single manager. (See page(s) 250) |