centralized

Examples of centralized in the following topics:

• Characteristics of Organizational Structures

  • Network - independent departments providing functions for a central core breaker
  • Centralization occurs when decision-making authority is located in the upper organizational levels.
  • Centralization increases consistency in the processes and procedures that employees use in performing tasks.
  • Centralization is usually helpful when an organization is in crisis and/or faces the risk of failure.
  • This diagram compares visual representations of a centralized vs. decentralized organizational structure.

• Team Communication

  • Communication patterns describe the flow of information within the group and can be described as centralized or decentralized.
  • When centralized, communication tends to flow from one source to all group members.
  • Centralized communication results in consistent, standardized information being conveyed, but often restricts its flow to one direction.
  • Most teams use a mix of the two approaches, choosing centralized communication for messages that are more complex, urgent, or time sensitive, and decentralized communication when discussion and idea generation are needed.

• Decentralizing Responsibility

  • In a centralized organization, decisions are made by top executives on the basis of current policies.
  • Compare and contrast centralization and decentralization of responsibility within the organizational hierarchy

• Increasing Coordination

  • In practice, coordination involves a delicate balance between centralization and decentralization.
  • However, maintaining coordination does not necessarily imply that decision-making processes are centralized or that actions are carried out without the support of employees.
  • Structure is a central determinant of effective coordination across an organization as it enables communications, underlines responsibilities, and provides concrete authority in decision-making.

• Other Important Trait Theories

  • Gordon Allport's disposition theory includes cardinal traits, central traits, and secondary traits.
  • Central trait: A general characteristic that every person has to some degree.
  • An example of a central trait would be honesty.

• McClelland's Need Theory

  • David McClelland describes three central motivational paradigms: achievement, affiliation and power.

• Building a Culture of High Performance

  • High-performance teams are a central building block of high-performance culture, and they thrive in innovative and empowering environments.
  • These shared values are central elements of the organization, as they generate buy-in and dedication from employees.

• What is Organizational Behavior?

  • Understanding and defining these work cultures and the behavioral implications they embed organizationally is also a central topic in organizational behavior.
  • Diagram of Schein's organizational behavior model, which depicts the three central components of an organization's culture: artifacts (visual symbols such as office dress code), values (company goals and standards), and assumptions (implicit, unacknowledged standards or biases).

• Employee Orientation

  • New Employee Characteristics—Though this segment of the model overlaps with other human resource initiatives (such as recruitment and talent management), the characteristics of a new employee are central to the strategies used as the employee moves through the orientation process.
  • Relationships in particular are central to understanding company culture.

• Top-Level Management

  • These include sales, logistics, distribution, and other day-to-day activities central to organizational success.
  • This is much more vital to organizational success today than in the past and will continue to grow as a central concern for organizations.