Option 1 Definitions of management

2.Definition of organizational structure
The term "organization" comes from the French word "organisation" and in the most general form means the structure, arrangement of something. In management, this concept is usually used to refer to a set of people, groups, united to achieve some goal using the principles of division of labor, division of duties and on the basis of a certain structure.The term "structure" is Latin origin and denotes the location and connection of the constituent parts of something. In management theory, the phrase “organizational structure" is most often used to refer to the internal structure of organizations, the totality of relationships between departments and members of organizations, social communities.The organizational structure in the management system has a skeletal value, the backbone of the organization. It reflects the level of socio-economic development of the subject of management, the degree of technical and technological maturity, forms of organization of production and other objective signs of the development of the object and subject of management, its philosophy and strategy.Organizational structure defines the manner in which the roles, power, authority, and responsibilities are assigned and governed, and depicts how information flows between the different levels of hierarchy in an organization.Every organization has its own typical management structure that defines and governs the relationships between the various employees, the tasks that they perform, and the roles, responsibilities and authority provided to carry out different tasks.The existence of an organizational structure is due, first of all, to the need for a vertical division of labor, i.e. separation of coordination work from the direct execution of tasks in order to ensure successful group work. An important aspect of the organizational structure is the scope of control - i.e. the number of subordinates who report directly to the manager.
10-OPTION
1.Levels of managers according to the degree of management.
In any company there is a management hierarchy, i.e. organizational structure, consisting of top, middle and lower levels of management.First line managers - Responsible for daily supervision of the non-managerial employees who perform many of the specific activities necessary to produce goods and services
Their work is connected with the solution of mainly operational, tactical problems. It is characterized by a variety of actions performed, partial transitions from one task to another, a short time period for the implementation of the adopted attitudes, constant communication with direct producers (workers).Middle managers - representatives of the middle level in the management hierarchy - the connecting link between top and direct management - coordinate and control the work of lower-level managers, communicate decisions of top management. These include, for example: department head, shop manager, branch director, product manager (by project, by region). The nature of their actions is determined by the content of the work of the unit headed by him. Basically, this is the solution of tactical problems; elements of strategic problems can, however, be resolved. A significant share in the working time of these managers is occupied by communication with middle and lower-level managers.Senior executives (top managers) - the smallest category - have the most power and responsibility in the organization. This includes directors (presidents) of organizations, their deputies (vice presidents). They determine the direction of the functioning and development of the organization as a whole or its large components, make key decisions regarding current affairs and the future of the organization. (authority to acquire another company, launch a new production line, hiring additional workers, etc. The goals of the company and how to achieve them depend on them). The activity is characterized by the scale, complexity, strategic focus, the variety of decisions made and the intense pace of work.