The first element, work specialization, refers to dividing work activities into separate job tasks. The second, departmentalization, is how jobs are grouped together, which can be one of five types: functional, product, customer, geographic, or process.
Training may involve what employees know, how they work, or their attitudes toward their jobs, coworkers, managers, and the organization. The questions in Exhibit 7-6 suggest the kinds of signals that can warn a manager when training may be necessary.
In the chain of command, every manager is subject to the direction of his or her superior. Sometimes the term "line" is used to differentiate line managers from staff managers. In this context, line refers to managers whose organizational function contributes directly to the achievement of organizational objectives.
Power is made up of both one's vertical position and one's distance from the organization's power core or center. If the cone in Exhibit 6-5 were an organization, the center of the cone would be the power core. The closer one is to the power core, the more influence one has on decisions.