Belief that the power of a manager depends on the
willingness of employees to accept that authority.
Feeling of powerlessness, lack of meaning, loneliness,
disprientation, and lack of attachment to the job, work group, or organization.
Positions that require an ability to interact with
different groups in order to keep a project successful.
Large, complex adminstrative system operating with
impersonal detachment from people.
Most organizations depend upon classical
organization for building their structures because it deals with essential
elements in an institution.
Use of different organizational strutures and
processes that are required for effectivness in different kinds of
environments.
Assignment of duties and authority to others.
Division of work into different kinds of duties.
The use of computers, software, and
telecommuncations for improving white collor productivity andcommuncations.
Process of sending work and/or instrucions to
another person.
Society in which the use of knowledge and
information dominates work employs the largest
proporation of the labor force.
Managerial role of connecting the group with the
remainder of the position.
Overlay of one type of organization on another so
that there are two chains of command directing individual employees.
Organizations characterized by the use of
hierarchy, centralized direction, certainty of task assignments, and strict
definition of roles.
People who are trained in two or more professions
of intellectual disciplines.
Centers of related individual offices arranged to
encoutage the formation of social groups.
Organizations characterized by felxible tasks and
roles, open communcations, and decentralized decision making.
Procedure that appears to be unnecessary to those
who are following it.
Providing opportunities to learn new skills to
those employees whose jobs are replaced by technological change.
Design and use of programmable, mecchanical devices
to move parts and perform a varity of tasks.
Emotional fear of all technology, regardless of its
consequences.
A space that employees can call theirr own and
control what happens in it.
Number of people a manager directly oversees.
Process of becoming adept at a certain function as
a result of concentrating efforts upon it.
Division of an organization into levels on the
basis of authority and responsbility.
