CJA1

However, if there are few levels of authority between the top managers and the line sta� (those performing the ev‐ eryday tasks or jobs), the organization is seen as decen‐ tralized. Decentralized organizations allow for lower-level sta� to make decisions on policies or procedures that di‐ rectly a�ect the accomplishment of tasks and goals (Ivancevich et al., 1989). Delegation of authority is fore‐ most in decentralized organizations. The structure of or‐ ganizations and the impact centralization or decentral‐ ization has on how organizations function and accom‐ plish goals will be discussed in greater detail in Chapter 2. For now, it’s important to realize that the structure of an organization determines how much autonomy, or the power to self-govern, workers have within that organiza‐ tion and may in�uence their individual goal setting and achievement.

The chain of command within an organization can also determine structure. A chain of command is the vertical line of authority that de�nes who supervises whom in an organization. If an organization has a well-de�ned, un‐ yielding chain of command, the organization is formal‐ ized. Formal organizations are bureaucratic and have clearly de�ned rules, procedures, and policies. Those at the higher levels of the chain have the authority and power to issue commands to those at the lower level. Police departments use formal chains of command, with street o�cers reporting to sergeants, who report to lieu‐

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