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.