Organisation charts and manuals are used to describe the organisation structure. It is a tool for management control and gives full information pertaining to the organization.
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INTRODUCTION to span of Control, DEFINITION, FACTORS AFFECTING SPAN OF CONTROL, 1) The ability of officers, 2) Availability of time for supervision:, 3) Nature of work:, 4) Plans for the enterprise:, 5) Ability and efficiency of subordinates:, 6) Techniques of control, 7) Degree of decentralization, 8) Service of experts, TYPES OF SPAN OF CONTROL, Narrow span of control and Wide span of control, Advantages and Disadvantages of narrow span and wide span of control
What is Controlling, Importance, Limitations & Features of Controlling, The Basic Control Process, Characteristics of effective control system, Dimensions of Control, What is Benchmarking, Control as a Feedback System, Feedforward Control, Comparison of Simple Feedback and Feedforward Systems, Requirements for Feedforward Control, CONTROL OF OVERALL PERFORMANCE, PROFIT AND LOSS CONTROL, What is Budgeting?, Productivity, Operations Management, and Total Quality Management, Steps in Product and Production Design, Operations Research, Value Engineering, Mass Production Versus Lean Production Managerial Practices
Organizational Culture - A pattern of basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems
Success of the organization depends on the experience and competence of the officers of the organization. Different forms of organizations are Line, military or scalar organization, functional organization, line and staff organization, committee of organization, project organization, matrix organization and freeform organization.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
INTRODUCTION to span of Control, DEFINITION, FACTORS AFFECTING SPAN OF CONTROL, 1) The ability of officers, 2) Availability of time for supervision:, 3) Nature of work:, 4) Plans for the enterprise:, 5) Ability and efficiency of subordinates:, 6) Techniques of control, 7) Degree of decentralization, 8) Service of experts, TYPES OF SPAN OF CONTROL, Narrow span of control and Wide span of control, Advantages and Disadvantages of narrow span and wide span of control
What is Controlling, Importance, Limitations & Features of Controlling, The Basic Control Process, Characteristics of effective control system, Dimensions of Control, What is Benchmarking, Control as a Feedback System, Feedforward Control, Comparison of Simple Feedback and Feedforward Systems, Requirements for Feedforward Control, CONTROL OF OVERALL PERFORMANCE, PROFIT AND LOSS CONTROL, What is Budgeting?, Productivity, Operations Management, and Total Quality Management, Steps in Product and Production Design, Operations Research, Value Engineering, Mass Production Versus Lean Production Managerial Practices
Organizational Culture - A pattern of basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems
Success of the organization depends on the experience and competence of the officers of the organization. Different forms of organizations are Line, military or scalar organization, functional organization, line and staff organization, committee of organization, project organization, matrix organization and freeform organization.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
Cost planning and control are vital links in any organization. Activities, Cost Planning and Control presentation covers topics like intermediate ratio in transportation, warehouse facility, inventory and external and internal environment factors. Other topics related to Cost Planning and Control are also discussed in this presentation by Welingkar’s Distance Learning Division.
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Job Descriptions submitted by the Administration (i.e. executive branch of HKSAR Government) to the Legislative Council for the new ministry-level funding and policy unit
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The above slide-share is on Elements of Organizational Behaviour. Welingkar’s Distance Learning Division has initiated the presentation on Elements of Organizational Behaviour which talks about study of human behaviour in the workplace.
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The above slides brought to you by Welingkar’s Distance Learning Division are on Operation Research Techniques in Transportation. Suitable operation research techniques are used to derive optimum solution to a distribution problem. North-West rule is explained in the presentation and PERT and CPM is used for timely completion of a project.
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Topics :
Nature and purpose
Formal and informal organization
Organization chart
Organization structure -Types
Line and staff authority
Departmentalization
Delegation of authority
Centralization and Decentralization
Job Design
Human Resource Management – HR Planning, Recruitment, Selection, Training and Development, Performance Management, Career planning and management.
Organization is the backbone of management. Sound organization contributes greatly towards continuity & success of the organization.
Organizing is the process of integrating the physical, financial & human resources & establishing the productive relationship across them to accomplish the pre-determined goals.
It is concerned with the building up a stable framework or structure of various inter-related parts of the enterprise; each part having its own function & being centrally regulated.
Basic principles of organizing: Achievement of Goal
Division of work
Well defined jobs & Authority
Discipline
Co-ordination
Security & support
Better Human Relation
Adaptability
Formal organization consists of pre defined goal & well defined structure of the jobs having clear cut authority & responsibility.
It is based on basic rules, regulations, principles & practices where employees accomplish their task & achieve the goal of the organization.
In formal organization each & every employee is responsible for his/her own task & performance.
Examples: Production house & Service sectors
Informal organization values both personal & social relationship which is spontaneously established within the formal set up.
There is not any strict rules & regulations, but there is high scope of liberty & feelings.
The relationships are voluntary based on emotional set up. Therefore, no conscious effort is required to hold the relations.
Examples: friendship group.
Both formal & informal organizations play very vital role in organizational set up. Formal organizations work independently & informal organizations depend upon formal organizations.
Line organization is the most oldest & simplest form of administrative organization.
Line organization is also known as scalar organization as authority flows from top to bottom.
There is the line officer who has unified control and independent decision making power in their field.
Specialized or supportive services do not take place in line organizations.
There is also inadequate communication & some times lack of proper co-ordination due to one way communication.
Example: President, Vice President, Supervisor & Employees.
Line & Staff organization is a modification of the line organization & it is more complex than the pure line organization.
In this kind of organization, line officers & staff officers (Generalists & Specialists) work together. Line officers plan & execute the work whereas staff officers play advisory role.
Power of command remains with the line executives & staff serves only as counselors who reduce the burden of the line managers & help to take quick decision.
Centralization refers to the process in which organizations take decisions & plan. The decision making power is retained in the hand of the head of the organization & all other employees have to obey this.
Decentralization is just the opposite of centralization. It refers to delegation of decision making authority through out an organization.
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In today's increasingly competitive business environment, organizations are engaged in a rat race to retain customers, build up clientele and simultaneously ensure steady growth. Unfortunately, they often get caught in a web of issues which may not be easily controlled and affect performance. Here comes the play of Financial Accounting. Professional accountants have a vital role in commercial success by using their valuable knowledge to provide their organizations/clients a competitive advantage and an accurate picture of their financial position and performance.
British Aerospace Asset Management Case study will tech you how important is asset management for your business. lern from the experts about the Asset management.
Mc donalds Recruitment Case Study will explain you each and every thing about the Recruitment. hiring a right person at your workplace will be one of the best part of your business management. learn how to hire or recruit perfect person in your company with this case study of Mc donalds Recruitment.
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
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Organization Manuals - Principles of Management
1. Welingkar’s Distance Learning Division
CHAPTER-12
ORGANIZATION CHARTS AND
MANUALS
We Learn – A Continuous Learning Forum
2. Welingkar’s Distance Learning Division
Introduction
Organisation charts and manuals are prepared for
the purpose of describing the organisation structure.
These are used as tools management control. They
give full information on a particular organisation. An
executive finds out his exact place in the
organisation structure from the chart and manuals. It
shows the responsibility and authority of executive.
He knows his superior for whom he is responsible
and his subordinates whom he has to supervise.
We Learn – A Continuous Learning Forum
3. Welingkar’s Distance Learning Division
TRANSLATION
An ‘action’ which is ordained, which is free from
attachment, which is done without love or hatred, by one
who is not desirours of the fruit, that action is declared to
be SATTWIC (pure); the one done with egoism and with a
longing for desire is RAJASIC (passionate); the one done
without regard for the consequences, loss, injury and
ability, is TAMASIC (dull).
INTERPRETATION
A good executive always undertakes a task simply as his
duty, fully understanding its impact, and with no wicked
intentions. An ordinary executive undertakes tasks for
personal gains and with a false pride. A bad executive
undertakes any task out of sheer lust and ignorance; with
no thought for capacity, limitations, destruction and
consequences.
We Learn – A Continuous Learning Forum
4. Welingkar’s Distance Learning Division
Meaning
Organisation charts and manuals are devices
showing the organizational relationships and
within an organisation.
We Learn – A Continuous Learning Forum
5. Welingkar’s Distance Learning Division
Definition
An organisation chart is diagrammatical form
which shows the important aspects of
organisation including the major functions
and their respective relationship, the channels
of supervision and the relative authority of
each employee who is in charge of each
respective function.
We Learn – A Continuous Learning Forum
6. Welingkar’s Distance Learning Division
Content of organisation chart
Basic organisation structure and flow of
authority.
Authority and responsibilities of various
executives.
The relationships between the line and staff
officers.
Names of the components of organisation
Positions of the various officer personnel.
We Learn – A Continuous Learning Forum
7. Welingkar’s Distance Learning Division
Content of organisation chart
Number of persons working in an
organisation.
The present and proposed organisation
structure.
Ways of promotion.
The requirements of management
development.
Salary particulars.
We Learn – A Continuous Learning Forum
8. Welingkar’s Distance Learning Division
Types of organisation chart
Vertical chart
Horizontal chart
Circular chart
Master supplementary chart
We Learn – A Continuous Learning Forum
9. Welingkar’s Distance Learning Division
Chart revision
Chart revision means keeping the chart up-to-
date on the organisation structure. It should
be noted that the chart must reflect the
organizational structure correctly.
Management can place the responsibility on
an individual to maintain the charts up-to
date. He is responsible for maintaining and
revision of the organisation charts.
We Learn – A Continuous Learning Forum
10. Welingkar’s Distance Learning Division
Principles of organisation chart
Observation of line of by top executives
Observation of line authority by subordinates
Defining of position
Non-assignment of same duty twice
Avoid unique concentration of duty
Organisation charts should be above
personalities
Simple and flexible
We Learn – A Continuous Learning Forum
11. Welingkar’s Distance Learning Division
Advantages of organisation chart
They give a clear picture organisation charts
They show the levels of authority of relationships
prevailing among employees at a glance.
Instructing work is simplified
Organisation chart is a starting point for planning
organisation changes.
The strengths and weakness of an organisation
are evaluated with the help organisation charts.
We Learn – A Continuous Learning Forum
12. Welingkar’s Distance Learning Division
Advantages of organisation chart
Organisation charts act as authoritative sources of
information.
The lines of authority and responsibility given in the
organisation chart are definite and formal.
The lines of the primary function of the management.
Organisation charts help planning.
The outsiders of the organisation can have a quick
understanding of each department in an organisation.
Organizational disputes can be solved with the help of
organisation charts.
We Learn – A Continuous Learning Forum
13. Welingkar’s Distance Learning Division
Limitations of organisation charts
Most of the organisation charts are just like photos
taken instant
The organisation charts create more rigidity or
relationships prevailing among the employees of the
organisation.
It is very difficult to maintain and ensure that the
organisation charts are up-to-date.
The organisation charts do not show the informal
relationship existing among the organisation staff
members.
We Learn – A Continuous Learning Forum
14. Welingkar’s Distance Learning Division
Limitations of organisation charts
There is no differentiation between line officers and
staff officers in an organisation
The organisation charts produce a psychological
complex such as superiors, inferiors
The relationship shown in an organisation chart does
not actually prevail among organisation the
employees.
The word and lines used in an organisation charts
give different meaning to different persons.
We Learn – A Continuous Learning Forum
15. Welingkar’s Distance Learning Division
Organisation manuals
This type of organisation manual is prepared
for the purpose of evolving for the
organisation and providing guidance to
control the development of the organisation
structure
We Learn – A Continuous Learning Forum
16. Welingkar’s Distance Learning Division
Meaning of organisation manual
A small book which contains the information
regarding the organisation structure, duties
and responsibilities of each position, job,
description, salaries, prevailing relationships
among members including organisation
procedures and methods is called
organization manual.
We Learn – A Continuous Learning Forum
17. Welingkar’s Distance Learning Division
Contents of organisation manual
We Learn – A Continuous Learning Forum
Information
regarding
leave,
promotion,
transfer
Contents
Rules
regarding
leave, leaving
promotion,
transfer
A brief
explanation
Specimen
forms
Name and
address of the
top executive
Telephone of
the organisation
Address of the
branch office
Important
sections
Address of the
showrooms
Duties and
responsibilities
Full name
address of the
organisation
18. Welingkar’s Distance Learning Division
Advantage of organisation manual
The employee of the organisation can get a clear picture of the
organisation.
The blueprint rules and regulations are followed by the
employees and the controlling work is minimized.
The decisions taken by the management are given in an
elaborate manner. Organisation manual contains the
demanded method and procedures to be followed in nag
organisation. Then the organisation goals are easily achieved.
Organisation manual helps the personnel to know their duties,
responsibilities and relationship with others within a short
period
We Learn – A Continuous Learning Forum
19. Welingkar’s Distance Learning Division
Disadvantages of organisation manual
Organisation manual will has some become
outdated very soon. It is due to continuous
changes of the business, behavior of the
employees and the like.
The human relationships are defined and
describes in the organisation manual but they
could not be practically followed in an
organisation.
We Learn – A Continuous Learning Forum
20. Welingkar’s Distance Learning Division
Disadvantages of organisation manual
The organisation manuals are not reviewed
periodically. So the relevant changes are not
incorporated in the organisation manual.
The preparation of organisation manual increases
the administrative expenses of the organisation.
Much time is necessary to keep the organisation
manual up-to-date.
We Learn – A Continuous Learning Forum