Organisational structures 2010 session one

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Organisational structures 2010 session one

  1. 1. Welcome to Strategic Leadership and Management Peterborough Hub Session One
  2. 2. Organisational Rationale Teams Role Strategic Planning Quality Assurance Organisation and its Workings Organisational Structure Management Policy/Style Communication Strategies HRM Policy Organisational Culture Subjects Span of Control Dynamic Interaction Sub-Cultures Expectations Responsibilities Authority Contracts of Employment Organisational Support Guidance Staff Development CPD Aims Objectives Mission/Vision Priorities Marketing Funding Performance Indicators Systems Inspection Accountability Appraisal
  3. 3. Next Meeting Compare and contrast mission and vision statements: • Prepare a short presentation (5 Mins) on your organisation’s mission and vision statements  Rationale  Values  Aims and Objectives
  4. 4. Organisations…. Formal Informal Durable Spontaneous Structured Rigid Defined Loose Flexible Undefined
  5. 5. What is an Organisation? “ Organisations are social arrangements for the controlled performance of collective goals.” Huczynski & Buchanan: 1997:2 “ Organisation: a group of people brought together for the purpose of achieving certain objectives. As the basic unit of an organisation is the role rather than the person in it. The organisation is maintained in existence, sometimes over long periods of time, despite many changes of members”. Statt:1991:02
  6. 6. A working definition... “(1) a social entity that; (2) has a purpose, (3) has a boundary, so that that some participants are considered outside, and (4) patterns the activities of participants into recognisable structure” (Daft,1989, cited in Butler, 1991)
  7. 7. Task… Draw your own organisation as a vehicle. It could be anything vehicle you wish; Train, Plane, Boat, Bus etc…. Consider the characteristics of your organisation, how does that influence the design of your vehicle? Be prepared to defend your illustration…!
  8. 8. People Motivation Needs Levels of energy Career experience Age Pay Attitudes Personalities Training Role Individual skills and abilities Psychological Contract Power groups the leaders Inter-group relations Type of influence Leadership style Rewards and punishments Responsibilities Politics The environment The market Philosophies Values Norms Goals Objectives Ownership History Career Structures Size StructureChange Technology Control Systems
  9. 9. Organisational Structures Departmental Model Curriculum Leader CEO Principal Senior Manger Senior Manager HOD HOD HOD HODHOD Curriculum Leader Curriculum Leader Curriculum Leader Curriculum Leader Curriculum Leader Curriculum Leader Course Leader Course Leader Course A Course C Course B Course D
  10. 10. Greek Temple [Role culture: Bureaucracy: Handy]
  11. 11. Departmental Model with staff function Curriculum Leader Finance PA CEO Principal Senior Manger Senior Manager HOD HOD HOD HODHOD Curriculum Leader Curriculum Leader Curriculum Leader Curriculum Leader Curriculum Leader Curriculum Leader Course Leader Course Leader CAO Course A Course C Course B Course D
  12. 12. Faculty Model CEO Principal DEAN Course Manager Students
  13. 13. Matrix Model CEO Dept Dept Dept Dept Dept StudentsCourses
  14. 14. Task Culture: Job/Project orientated Matrix [Handy] Power & Influence
  15. 15. Other aspects of the Organisation and its workings: Committee Structures Governors Academic Board GPFC Board of Study Health & Safety Course Comm Student Comm
  16. 16. Channels of communication Authority flows up Responsibility flows down
  17. 17. Communication Official: Policy statements, strategic plans, Memo, email, meetings, minutes of meetings, Unofficial: ‘Grapevine’, rumour, email,

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