Match the English terms in the left-hand column with the definition in the right-hand column.
| Chain of command | A | An independent objective assurance and consulting activity designed to add value and improve an organization's operations. | |
| Communication | B | A list that a person might use for general tasks, or functions, and responsibilities of a position. | |
| Controlling | C | A function within an organization charged with the overall responsibility for implementing strategies and policies relating to the management of individuals. | |
| Delegation | D | Any organized effort to gather information about markets or customers. | |
| Department | E | A system whereby authority passes down from the top through a series of executive positions or military ranks in which each is accountable to the one directly superior. | |
| Directing | F | Internal and external factors that stimulate desire and energy in people to be continually interested in and committed to a job, role, or subject, and to exert persistent effort in attaining a goal. | |
| Hierarchy | G | The act of rearranging elements following one or more rules. | |
| Human resources | H | Sharing or transfer of authority and the associated responsibility from an employer or superior to an employee or subordinate. | |
| Line department | I | A basic management function of comparing actual performance against standards, and taking corrective action, if required. | |
| Span of control | J | The organization and coordination of the activities of an enterprise in accordance with certain policies and in achievement of defined objectives. | |
| Internal audit | K | Specialized functional area within an organization or a division. | |
| Motivation | L | The number of subordinates a supervisor has. | |
| Management | M | A social group , which distributes tasks for a collective goal. | |
| Organising | N | An arrangement of items (objects, names, values, categories, etc.) in which the items are represented as being "above," "below," or "at the same level as" one another. | |
| Organization | O | The activity of conveying meaningful information. | |
| Market research | P | A department in a company that actually produces the product or does the selling, rather than support departments like accounting or IT. | |
| Job description | Q | A basic management function that includes building an effective work climate and creating opportunity for motivation, supervising, scheduling, and disciplining. |
Complete the following texts using the suitable words or phrases from the box.
Text 1
| A | personnel | E | formal organisation |
| B | employees | F | in size |
| C | an early stage | G | channels of communication |
| D | in such a way as | H | Departments |
The Formal Organisation
This begins to develop at ____(1)____ in the life of an organisation as a result of the need to group activities. The ____(2)____ ensures that activities are separated into ____(3)____ such as production, marketing, finance, and ____(4)____. Further subdepartments will develop as the organisation grows ____(5)____. Relationships between ____(6)____ are defined. Tasks are divided ____(7)____ to make use of specialist technical and management skills. Rules and procedures to be followed are established. The formal organisation establishes where decisions are to be made and ____(8)____ are to be created.
Text 2
| A | manufacturing firm | E | formal structure |
| B | production | F | key areas |
| C | line organisation | G | concerned with |
| D | distribution | H | activities |
Line Departments
These are the activities which are essential to survival, since they are directly ____(1)____ the production and ____(2)____ of the product or service. Where the ____(3)____ of the organisation is based on line activities, it is referred to as ‘line organisation’. In the case of a ____(4)____, the key activities are ____(5)____, sales and product development. All other ____(6)____ are grouped around these ____(7)____. A retail organisation adopting a ____(8)____ would group its activities around purchasing, finance and sales.
Text 3
| A | expands | E | responsibilities |
| B | managers | F | personnel managers |
| C | line manager | G | departments |
| D | recruitment | H | appointment |
Line and Staff Organisation
As an organisation grows in size, the ____(1)____ needs to divest himself of peripheral activities. Thus specialist ____(2)____ are created, and managers are appointed, who do not have line ____(3)____. A further developmant as the firm ____(4)____ again, may be the ____(5)____ of general staff, who are used to relieve senior ____(6)____ of specific onerous tasks. Specialist staff, such as ____(7)____ are appointed to provide particular support functions, such as training, ____(8)____, and industrial relations.