| Organizing is an important managerial function that translates strategy into a systematic structure of | | |
Representing the organization’s structural skeleton, organization charts delineate vertical hierarchy and
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| The idea behind contingency design is to structure | | |
| There are four basic departmentalization formats, each with its own combination of | | |
| As organizers have come to realize that situational factors dictate how many people a manager can directly supervise, the notion of | | |
Matrix organizations are highly organic because they combine vertical and horizontal lines of
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| Delegation of authority, although generally resisted for a variety of | | |
