The formal framework that shows how tasks are divided, roles are allocated, and authority and communication flow within a business., Organisational structure, A clearly defined structure with established roles, authority, reporting lines, and accountability, usually shown in an organisational chart., Formal organisational structure, Unofficial relationships and communication patterns that exist alongside the formal structure., Informal structure, The number of layers of management within an organisation, each representing a different level of authority and responsibility., Levels of hierarchy, A structure with many levels of hierarchy and narrow spans of control., Tall organisational structure, A structure with few levels of hierarchy and wide spans of control., Flat organisational structure, The formal route through which authority, instructions, and communication flow from senior management to lower levels., Chain of command, The number of subordinates directly supervised by a manager., Span of control, The duties and tasks that an individual is expected to carry out as part of their role., Responsibility, The power to make decisions and give instructions to others within an organisation., Authority, Being answerable for the outcomes of decisions and actions, even when authority has been delegated., Accountability, The process by which a manager passes authority to a subordinate to carry out tasks or make decisions while retaining accountability., Delegation, Giving employees greater responsibility and authority to make decisions, increasing involvement and motivation., Empowerment, The extent to which managers supervise, monitor, and regulate employees’ activities to ensure objectives are achieved., Managerial control, Managers’ confidence in employees’ skills, judgement, and ability to make decisions responsibly., Trust in management, The tension managers face between closely supervising employees and allowing autonomy through delegation., Control vs trust conflict, The willingness of employees to work effectively and commit effort towards organisational objectives., Employee motivation, Entrepreneurial behaviour by employees within an existing organisation, involving initiative and innovation., Intrapreneurship, A structure where employees are grouped according to specialist roles or functions., Functional structure, A structure organised around products, regions, or customer groups, with each division operating semi-independently., Divisional structure, A structure combining functional and divisional elements, where employees report to more than one manager., Matrix structure, How effectively managers use their time and resources to achieve organisational objectives., Management efficiency, How quickly decisions are made within an organisation., Decision-making speed, The ability of an organisational structure to adapt to change in the internal or external environment., Flexibility.

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