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Organizational architecture, also known as organizational design, is a field concerned with the creation of roles, processes, and formal reporting relationships in an organization. It refers to architecture metaphorically, as a structure which fleshes out the organizations.
A functional organizational structure is a structure that consists of activities such as coordination, supervision and task allocation. The organizational structure determines how the organization performs or operates. The term "organizational structure" refers to how the people in an organization are grouped and to whom they report.
A good organization structure is essential for expanding a business activities. Organization structure determines the input resources needed for expansion of a business activity; similarly organization is essential for product diversification such as establishing a new product line. it also stimulates creativity in managers by organizing.
Conflict can occur when the scopes of work and position roles & responsibilities are not clearly defined and enforced between line and staff functionaries. Decision making can be delayed or strained if executives of the staff function are misinterpreted or if the balance of structural power is not properly aligned between line functions, staff ...
The distinction must be made between a singular geographic information system, which is a single installation of software and data for a particular use, along with associated hardware, staff, and institutions (e.g., the GIS for a particular city government); and GIS software, a general-purpose application program that is intended to be used in ...
Split into two narrower definitions: status is one's position within a social system or group; [14] and role is one's pattern of behavior associated with a status. [14] Organizational role is defined as "recurring actions of an individual, appropriately interrelated with the repetitive activities of others so as to yield a predictable outcome ...
The Peter Principle is a term coined by Laurence J. Peter in which the selection of a candidate for a position in an hierarchical organization is based on the candidate's performance in their current role, rather than on abilities relevant to the intended role. Thus, employees only stop being promoted once they can no longer perform effectively ...
Divisions, departments, sections, positions, jobs, and tasks make up this work structure. [7] Thus, the formal organization is expected to behave impersonally in regard to relationships with clients or with its members. According to Weber's definition, entry and subsequent advancement is by merit or seniority.