Few Important Keywords in Management Functions and Behaviours Part V

Listed Few more Important Keywords on


1. Organisational Structure and Design
2. Managerial Communication
3. PLANNING PROCESS

1. Organisational Structure and Design

Structure: Formal and established pattern of relationship in an organisation. The
relationship includes people, tasks and activities.

Environment: The business environment of a firm comprising economic, social,
political, cultural, legal and geographic factors which critically affect the working
of organisation.

Centralisation: The concentration of power and authority. This may be concentrated
in a person or a group of persons in the organisation.

Delegation: The sharing or handing over of authority and responsibility to a
subordinate.

Line Functions: Those functions in an organisation which are perceived tobe
directly contributing to the organisation's objectives.

Staff Functions: Functions which are advisory or auxiliary in nature but do not
directl contribute towards the organisational objectives.

Scalar Principle: The chain of direct authority relationship from superior to
subordinate within the organisation.

Principle of Division of Work: That principle by which work is organised into
smaller jobs allowing people to undertake only specialised activities thus ensuring
efficiency i the use of labour.

Organisation Chart: The depiction of specific positions in an organisation, their
state within the organisation and the reporting relationship between a subordinate
and his superior.

Differentiation: The process by which the tasks and activities of an organisation are
segmented into smaller groups. The basis for differentiation may be function,
product, location or customer.

Integration: The process by which differentiated groups are pulled together to
contribute towards the common organisational objectives. Hierarchical control,
administrative procedures and communication networks are the processes used for
integration.

Geographical Structure: The organisation structure in which activities and tasks are
grouped together on the basis of their location in a geographical zone or territory.

Functional Structure: The organisation structure wherein activities and tasks are
observed into smaller groups on the basis of their belonging or contributing to a
particular function such as manufacturing, marketing, finance etc.

Product Structure: An organisation in which activities and tasks are grouped on the
basis of individual products or product lines.

Matrix Structure: Used generally for project execution which requires the services
of skilled functional people and the specialised knowledge of product specialists.

Matrix structure is a combination of the functional and product structures and its
distinguishing characteristic is dual authority.

Network Structure: A structure in which one organisation acts as the `lead'
organisation and creates a network of many other external organisations whose
services the lead organisation utilises in fulfilment of its objectives.

Principle of Span of Control: The principle which states that there is a limit in each
managerial position on the number of persons which can be effectively controlled.

2. Managerial Communication


Communication: The process of transmitting or receiving abstractions such as ideas or
beliefs through the use of symbols and language.

Communication Networks: Patterns of channels of communication.

Communication Barriers: Physical, psychological and organisational hindrances
resulting into ineffective communication.

Grapevine: A very powerful informal communication channel.

3. PLANNING PROCESS


Strategic Planning: Planning activity undertaken keeping in mind the long-term future
of an organisation.

Operational Planning: Planning activities related to day to day functioning of an
organisation.


"Source: IGNOU Booklet"