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cross-functional teams
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Read moreBoundaryless structure (Contemporary organizational designs),”is an organization whose design is not defined by or limited to boundaries imposed by a predefined structure. It is flexible and responsive and uses talent. However
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Read moreAuthority and types,”refers to the rights inherent in a managerial position to give orders and expect the order to be obeyed.Line authority entitles a manager to direct to work of an employee according to the chain of command. Staff authority are positions with some authority that have been created to support, assist
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Read morevirtual organization,”consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projectsis used to describe a network of independent firms that join together, often temporarily
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Read moreResponsibility,”when employees are given rights
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Read morenetwork organization
Average Rating 0 out of 5 stars. 0 votes.You must log in to submit a review.network organization uses its own[…]
Read morechain of command,”the line of authority extending from upper organizational levels to lower levels
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Read moreToday’s organizational challenges (4),”How do you keep employees connected?A major challenge for managers is finding a way to keep widely dispersed and mobile employees connected to the organizationHow do global differences affect organizational structure?Structures and strategies of organizations worldwide are similar. But managers need to think about the cultural implications of certain design elements. How to build a learning organization?A learning organization is an organization that has developed the capacity to continuously learn, adapt, and change. It is more a mind-set than a structure. How can managers design efficient and effective flexible work arrangements?TelecommutingCompressed workweeks
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Read moreHow do authority and power differ:,”authority is a right, power refers to an individual’s capacity to influence decisions. It is a three dimensional concept, including not only functional and hierarchical dimensions, but also centrality. Centrality is the distance from the power core. It suggests that the higher you move in the organization, the closer to the power core. And, it is not necessary to have authority in order to wield power. Power come from five sources: coercive, reward, legitimate
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