Division of labor means determining what work needs to be done and dividing it in the workforce, and specialization means dividing tasks into smaller jobs.
The principles of management outlined by Fayol include unity of command, hierarchy of authority, and division of labor.
Principles which Weber added to Fayol's include job descriptions, written rules, and consistent procedures.
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High management salaries and inefficiencies in communication resulted in organizations becoming flatter.
Reasons for having a narrow span of control in an organization include less experienced management, more need for close supervision, and less concentrated work areas.
Departmentalization's advantages include economies of scale, and its disadvantages include lack of communication.
Ways to departmentalize include product, function, and customer.
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Line personnel are responsible for achieving organizational goals, and staff personnel advise and assist line personnel in meeting those goals.
A matrix-style organizational challenges the principle of unity of command.
Hindrances to developing cross-functional teams include managers' reluctance to give up authority over workers and workers' resistance to the responsibility that comes with self-management.
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An inverted organization has contact people at the top and the chief executive officer at the bottom of the organizational chart.
Reengineering is the fundamental rethinking and radical redesign of organizational processes to achieve dramatic improvements in critical measures of performance.
Organizations outsource functions by assigning them to outside organizations.
Organizational culture is a set of widely shared values within an organization that provide unity and cooperation to achieve common goals.
