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A system of consciously coordinated activities of two or more people.
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Four common factors of how work is organized: coordination of effort, common goal, division of labour, and hierarchy of authority.
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A historical belief that each employee should report to a single manager.
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A boxandline illustration showing the chain of formal authority and division of labour.
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The number of direct reports stated as a ratio.
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The organizing of work by grouping jobs together to gain greater efficiency and maintain effectiveness in providing customer service.
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A tall organizational structure known for its division of labour, hierarchy of authority, formal framework of rules, and administrative impersonality.
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A relatively selfsufficient structure that does not seek assistance from outside itself.
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An interactive structure that must constantly interact with its environment to survive as it operates in a selfcorrective, adaptable, and realtime manner.
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A type of open system that compares itself to the cognitive abilities of the human body, able to adapt and change according to environmental needs.
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Any group of people with a stake in the organization’s operation or success.
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Creating an effective organization that is a good fit with its environment and the customer it serves.
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Rigid, closed system of commandandcontrol bureaucracies that follow formal policies and procedures.
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A fluid and flexible open systems network structure that relies less on policies and procedures for problem solving and direction.
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All key decisions are formally made only by top managers who advise others on what to do.
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Midmanagers and staff employees are empowered to make important decisions without seeking top management permission or input.
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