INST 335 Exam
Top Managers
responsible for developing the organization's strategy and acting as a steward for its
vision and statement
Functional Managers
responsible for the efficiency and effectiveness of a specific area such as accounting or
marketing
Divisional Managers
responsible for parts of an organization that are organized not by function, but by region
or territory or product line
Supervisory Managers
responsible for coordinating a subgroup with a particular function or a team composed
of members from different parts of the organization
Line Managers
lead a team that contributes directly to the products or services the organization creates
Staff Managers
lead a function that creates indirect inputs
Project Managers
responsible for the planning, execution, and closing of a specific project
General Managers
responsible for managing a clearly identifiable revenue-producing unit (ie. a store,
business unit, or product line)
Centralization
the degree to which decision-making authority is concentrated at higher levels in an
organization
Formalism
the extent to which an organization's policies, procedures, job descriptions, and rules
are written and explicitly articulated
Tall Structures
have several layers of management between frontline employees and top managers
Flat Structures
consist of only a few layers between top management and frontline employees
Mechanistic Structure
structures that resemble a bureaucracy and are highly formalized and centralized.
Communication tends to follow channels
Organic Structure
structures that are flexible and decentralized with low levels of formalization where
communication lines are more fluid and flexible
Functional Structure
is one of the most common organizational structures. Under this structure, the
organization groups employees according to a specialized or similar set of roles or tasks
Theory X
Top Managers
responsible for developing the organization's strategy and acting as a steward for its
vision and statement
Functional Managers
responsible for the efficiency and effectiveness of a specific area such as accounting or
marketing
Divisional Managers
responsible for parts of an organization that are organized not by function, but by region
or territory or product line
Supervisory Managers
responsible for coordinating a subgroup with a particular function or a team composed
of members from different parts of the organization
Line Managers
lead a team that contributes directly to the products or services the organization creates
Staff Managers
lead a function that creates indirect inputs
Project Managers
responsible for the planning, execution, and closing of a specific project
General Managers
responsible for managing a clearly identifiable revenue-producing unit (ie. a store,
business unit, or product line)
Centralization
the degree to which decision-making authority is concentrated at higher levels in an
organization
Formalism
the extent to which an organization's policies, procedures, job descriptions, and rules
are written and explicitly articulated
Tall Structures
have several layers of management between frontline employees and top managers
Flat Structures
consist of only a few layers between top management and frontline employees
Mechanistic Structure
structures that resemble a bureaucracy and are highly formalized and centralized.
Communication tends to follow channels
Organic Structure
structures that are flexible and decentralized with low levels of formalization where
communication lines are more fluid and flexible
Functional Structure
is one of the most common organizational structures. Under this structure, the
organization groups employees according to a specialized or similar set of roles or tasks
Theory X
