The document discusses organizational structure and different types of structures. It begins by defining key elements of organizational structure, including work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. It then describes common structures like bureaucracies, matrix structures, and virtual organizations. The document examines how factors like strategy, technology, and environment influence the choice of structure and compares mechanistic and organic models. It analyzes how structure impacts employee behavior.
The document describes a business simulation game called Papilan that aims to demonstrate the effects of organizational structure on employee behavior, productivity, and goal achievement. Participants take on roles in a simulated lantern production process and undergo two rounds of production with different organizational structures. The first round uses a traditional hierarchical structure with separate departments and low employee involvement, resulting in late deliveries, unused capacity, and inflexibility. The second round implements a new structure with multiskilled teams responsible for entire processes, improving delivery times, productivity, and the ability to innovate. The simulation illustrates how organizing work into complete tasks rather than small individual tasks and giving employees more competence and cooperation can renew an organization.
The document discusses various topics related to process choice and layout decisions in manufacturing and services. It covers engineering and business perspectives on manufacturing processes, classic manufacturing process types including continuous flow, production line, batch, job shop and project approaches. It also discusses choosing between process types, the role of customization, and considerations for services. Key factors discussed include volume, variety, skills requirements, flexibility advantages, product-process matrices, and life cycle planning frameworks.
This document provides an overview of Linkroad's corporate portfolio. It establishes that Linkroad has been in business since 2005, is headquartered in Shanghai with additional presences, and creates business advantages for enterprises through proven IT implementations. It outlines Linkroad's vision to be a leading regional provider with IT consulting expertise, as well as its mission to maximize clients' effectiveness. The document also describes Linkroad's methodology, major alliances, differences compared to others, and thanks the reader.
In recent years, concern for quality in the ICT sector has increased, so that many companies are looking for models and certifications that allow them to demonstrate to customers and to the market their commitment to quality, industry best practices and international standards.
The first decision to be taken by a company, that wants to implement an improvement program, is the choice of process model or standard to be used as roadmap on the path of continuous improvement. On some occasions, there may be no choice to be made because, the sector itself, the requirements of a government or of large buyers have already established which is the a reference model. However, in other cases, it is necessary to define what are the business objectives of the company, and then, define the improvement project and the process model that best fits their needs.
This presentation gives an overview of the components that are part of a successful improvement program and places special emphasis on the most recognized models in the market (EFQM, ISO 9001, COBIT, People CMM, CMMI, ITMARK, IDEAL), especially the scope and structure of each one. Exercises will be presented to reinforce the theory and allow interaction with participants.
This document provides an overview of organizational structures, cultures, and behaviors within different companies. It discusses Oticon, a Danish hearing aid company that changed to a matrix structure under a new CEO. It also examines Nice Cars, a company that overcame recession after observing Japanese management approaches. The document outlines tasks that analyze organizational structures and cultures, how they impact performance, leadership styles, motivation theories, and their usefulness to managers. It evaluates different approaches to management and how theories underpin organizational practices.
The document discusses state trading enterprises (STEs) and their influence on international agricultural trade, using the Canadian Wheat Board (CWB) as a case study. It first examines characteristics of the agriculture sector that make STEs prevalent, such as inelastic demand, volatile prices and supply, and government intervention through subsidies and quotas. The CWB is identified as one of the most powerful and distortionary STEs due to its monopoly control over wheat exports. The document then analyzes how tariffs, subsidies, and quotas function as barriers to trade according to economic theory. Finally, it notes that recent reforms eliminated the CWB's monopoly and governance over certain commodities, concluding the widespread implications of increased free trade in agriculture.
This document outlines a barrier model for safeguarding high-risk activities and preventing high-consequence process safety events. The model includes organizational barriers like company values, policies, leadership, and staffing. It also includes individual barriers like competent personnel, fitness for duty assessments, hazard assessments, and training. Work groups are safeguarded by procedures, meetings, reporting, and audits. The goal of the integrated model is to establish a credible, reliable, and safe business through preventative and mitigation barriers at the organizational, work group, and individual levels.
The document summarizes key concepts from Chapter 15 of the textbook Organizational Behavior. It discusses conflict, how conflict can be managed successfully through various strategies like collaboration and compromise, defines negotiation, and describes different negotiation strategies like distributive and integrative approaches. It also outlines third party roles that can assist in negotiations, like mediation and arbitration.
The document describes a business simulation game called Papilan that aims to demonstrate the effects of organizational structure on employee behavior, productivity, and goal achievement. Participants take on roles in a simulated lantern production process and undergo two rounds of production with different organizational structures. The first round uses a traditional hierarchical structure with separate departments and low employee involvement, resulting in late deliveries, unused capacity, and inflexibility. The second round implements a new structure with multiskilled teams responsible for entire processes, improving delivery times, productivity, and the ability to innovate. The simulation illustrates how organizing work into complete tasks rather than small individual tasks and giving employees more competence and cooperation can renew an organization.
The document discusses various topics related to process choice and layout decisions in manufacturing and services. It covers engineering and business perspectives on manufacturing processes, classic manufacturing process types including continuous flow, production line, batch, job shop and project approaches. It also discusses choosing between process types, the role of customization, and considerations for services. Key factors discussed include volume, variety, skills requirements, flexibility advantages, product-process matrices, and life cycle planning frameworks.
This document provides an overview of Linkroad's corporate portfolio. It establishes that Linkroad has been in business since 2005, is headquartered in Shanghai with additional presences, and creates business advantages for enterprises through proven IT implementations. It outlines Linkroad's vision to be a leading regional provider with IT consulting expertise, as well as its mission to maximize clients' effectiveness. The document also describes Linkroad's methodology, major alliances, differences compared to others, and thanks the reader.
In recent years, concern for quality in the ICT sector has increased, so that many companies are looking for models and certifications that allow them to demonstrate to customers and to the market their commitment to quality, industry best practices and international standards.
The first decision to be taken by a company, that wants to implement an improvement program, is the choice of process model or standard to be used as roadmap on the path of continuous improvement. On some occasions, there may be no choice to be made because, the sector itself, the requirements of a government or of large buyers have already established which is the a reference model. However, in other cases, it is necessary to define what are the business objectives of the company, and then, define the improvement project and the process model that best fits their needs.
This presentation gives an overview of the components that are part of a successful improvement program and places special emphasis on the most recognized models in the market (EFQM, ISO 9001, COBIT, People CMM, CMMI, ITMARK, IDEAL), especially the scope and structure of each one. Exercises will be presented to reinforce the theory and allow interaction with participants.
This document provides an overview of organizational structures, cultures, and behaviors within different companies. It discusses Oticon, a Danish hearing aid company that changed to a matrix structure under a new CEO. It also examines Nice Cars, a company that overcame recession after observing Japanese management approaches. The document outlines tasks that analyze organizational structures and cultures, how they impact performance, leadership styles, motivation theories, and their usefulness to managers. It evaluates different approaches to management and how theories underpin organizational practices.
The document discusses state trading enterprises (STEs) and their influence on international agricultural trade, using the Canadian Wheat Board (CWB) as a case study. It first examines characteristics of the agriculture sector that make STEs prevalent, such as inelastic demand, volatile prices and supply, and government intervention through subsidies and quotas. The CWB is identified as one of the most powerful and distortionary STEs due to its monopoly control over wheat exports. The document then analyzes how tariffs, subsidies, and quotas function as barriers to trade according to economic theory. Finally, it notes that recent reforms eliminated the CWB's monopoly and governance over certain commodities, concluding the widespread implications of increased free trade in agriculture.
This document outlines a barrier model for safeguarding high-risk activities and preventing high-consequence process safety events. The model includes organizational barriers like company values, policies, leadership, and staffing. It also includes individual barriers like competent personnel, fitness for duty assessments, hazard assessments, and training. Work groups are safeguarded by procedures, meetings, reporting, and audits. The goal of the integrated model is to establish a credible, reliable, and safe business through preventative and mitigation barriers at the organizational, work group, and individual levels.
The document summarizes key concepts from Chapter 15 of the textbook Organizational Behavior. It discusses conflict, how conflict can be managed successfully through various strategies like collaboration and compromise, defines negotiation, and describes different negotiation strategies like distributive and integrative approaches. It also outlines third party roles that can assist in negotiations, like mediation and arbitration.
This document discusses organizational behavior and personality. It defines organizational behavior as understanding, predicting, and managing human behavior in organizations to achieve goals. Personality is described as relatively permanent characteristics that make individuals unique. Several approaches to understanding personality are discussed, including trait, learning, and social cognitive approaches. The "Big Five" model of personality traits - openness, conscientiousness, extraversion, agreeableness, and neuroticism - is also summarized. Attitudes and major job attitudes like job satisfaction, involvement, and commitment are defined. Sensation versus perception and components of attitudes are also outlined.
BMGT 464 ASSIGNMENT 3 ORGANIZATIONAL LEVEL OF ANALYSISJanuMorandy
(1) The document provides instructions for a group assignment to create a portfolio as an organizational behavior consulting practice.
(2) Students must complete two parts: Part 1 is a written analysis in Microsoft Word covering problems/issues facing cross-cultural teams, recommendations, and references.
(3) Part 2 is a graphic presentation using Prezi or other tool to illustrate the key findings from Part 1. The portfolio aims to analyze a case study and convince a client to hire the consulting practice.
Hindustan Unilever Limited (HUL) is India's largest consumer goods company headquartered in Mumbai. It is a subsidiary of British-Dutch company Unilever, which owns a 52% controlling stake. HUL manufactures and distributes food, beverages, home care, and personal care products across India through 2 million retail outlets and 6.4 million availability points. Some of HUL's major brands include Lifebuoy, Lux, Surf Excel, Closeup, Brooke Bond, Knorr, and Vaseline. The company focuses on increasing access to health, hygiene, and nutrition products while empowering women and supporting rural development through corporate social responsibility initiatives.
This document outlines a social media strategy for Chipotle to revamp its image after an E. coli scandal. Key aspects of the strategy include increasing audience on social media platforms like Facebook, Instagram, and Twitter through more visual posts. The strategy also defines Chipotle's online brand persona as quick, healthy, and cheap. It establishes roles and guidelines for social media use and response plans for potential issues. The overall goal is to regain followers and traffic through active social media engagement.
This document provides an overview of Chapter 15, Section 1 of the textbook. It defines key terms related to bureaucracies such as bureaucracy, bureaucrat, administration, staff agency, and line agency. It describes the major elements that make up the federal bureaucracy, including the Executive Office of the President, 15 Cabinet-level departments, and independent agencies. It explains the differences between staff agencies and line agencies. The document also discusses how units within the federal bureaucracy are named and the benefits and criticisms of bureaucratic structures.
Chipotle Market Potential Analysis Part 1Mollye Peters
One of the projects in my International Marketing class was to take a domestic company and turn it into an international corporation. My group decided on Chipotle as our company. Everyone in the group worked on this project together but I was specifically focused on the criteria charts on slides 6-12.
itim International Webinar about Organisational Culture certification and the...Hofstede Insights
Webinar and video of the webinar about the Organisational Culture model of Geert Hofstede and the benefits of the certification offered by the hofstede centre.
This document summarizes an analysis of Chipotle Mexican Grill. It includes appendices on the company's executive summary, dominant economic characteristics, PESTEL analysis, five forces analysis, driving forces, key success factors, financial analysis, resources and capabilities, weighted competitive strength analysis, strategic group map, current strategy, and SWOT analysis. The document examines Chipotle's growth strategy, competitive advantages of fresh, customizable food, and challenges such as high competition in the fast food industry. It recommends strategies like adding new menu items and improving technology to help Chipotle continue its expansion.
This document provides an overview of organizational behavior. It discusses:
- Organizational behavior studies how individuals, groups, and structure impact behavior in organizations and how to apply this knowledge to improve effectiveness.
- Determinants of organizational behavior include people, organizational structure, technology, and the internal and external environment.
- Theories that contributed to the development of organizational behavior include scientific management, bureaucratic management, human relations management, and contingency theory.
- Early influences included Adam Smith's work on human capital and Charles Babbage's advocacy for division of labor. Frederick Taylor furthered scientific management while Hawthorne studies highlighted the importance of human relations and informal groups.
Webinar "Hofstede multi-focus model & Organisational culture certification"Hofstede Insights
This document provides information about an info webinar on Hofstede's multi-focus model of organizational culture and certification. The webinar will be led by Egbert Schram and cover Hofstede's 6-dimensional model of national culture and the multi-focus model of organizational culture. Attendees will learn how to measure and analyze organizational culture using these models and tools to understand differences within and between organizations. The 5-day certification course will provide both theoretical knowledge and practical skills to assist clients in assessing and improving organizational culture.
Case study - Strategy Review at ChipotleNeha Randhawa
Chipotle Mexican Grill is a fast casual restaurant chain pursuing a differentiation strategy through high quality, organic ingredients, classic cooking methods, and friendly service. It has over 1500 locations across North America and Europe, with $3.21 billion in revenues in 2013. Chipotle aims to change perceptions of fast food through its "Food with Integrity" philosophy. Strengths include its brand image and sustainable food sourcing, while weaknesses include high food costs and limited menus. Opportunities for growth include international expansion and a growing market for fast casual dining. Threats include intense competition and increasing costs. Chipotle achieves competitive advantage through its valuable supply chain and operations focused on premium ingredients. Effective leadership from founders Steve Ells and Montgomery
Chipotle Mexican Grill is a fast-casual restaurant chain focusing on sustainably sourced food. It has strong brand loyalty and marketing expertise. While competitors struggle, Chipotle enjoys high growth and margins due to operational efficiencies, people culture, and differentiated product. To sustain its position, Chipotle should strengthen supplier relationships, source new ethical suppliers to support growth, raise sustainability standards, and leverage content marketing success.
A study on five model of organisational behaviorIwate University
Top management’s models are particularly important to identify, for the underlying model that exists within a firm’s chief executive officer tends extend throughout that firm. For this reason, models of organizational behavior are highly significant.
The document describes several models of organizational change:
1. The stages of change process model outlines three stages: unfreezing, changing, and refreezing. Unfreezing involves creating motivation for change through disconfirmation or anxiety. Changing involves learning new concepts through role models or trial and error. Refreezing internalizes the changes.
2. Bullock and Batten's integrative model has four phases: exploration of need for change, planning changes, implementing actions, and integrating changes.
3. The action research model is cyclical, with problem identification, data gathering, feedback, diagnosis, planning, action, and evaluation repeating in ongoing cycles.
4. The Burke-Litwin
Here are some key points that could be discussed:
- Hofstede's model provides a useful framework for analyzing and comparing cultural differences, but it also has limitations since cultures are complex and not fully defined by these dimensions.
- People's experiences and perspectives are shaped by their cultural background, so seeing issues through another cultural lens aided by models like Hofstede's can foster cross-cultural understanding.
- However, models also risk overgeneralizing or oversimplifying cultures. Individual experiences within a culture can vary widely.
- Overall, Hofstede's dimensions seem most helpful when used as a starting point for discussion rather than a definitive analysis, and with an understanding of both their benefits and limitations
Hofstede - Cultural differences in international managementCarmen Neghina
This document discusses Hofstede's study on cultural dimensions and how it can be applied to international business. It provides an overview of Hofstede's research analyzing IBM data from over 50 countries to identify 5 cultural dimensions: power distance, uncertainty avoidance, individualism, masculinity, and long-term orientation. Examples are given of how these dimensions impact leadership styles, organizational structures, and communication between cultures with differing scores. The document also notes some criticisms of Hofstede's study and poses discussion questions.
Basic Concepts of Organisational Behaviourmanishray
1. The document introduces concepts in organizational behavior including why it is important to study OB to understand, predict, and influence human behavior in organizations.
2. It discusses levels of analysis in OB from the individual to group to organizational levels and lists some dependent and independent variables that are studied.
3. The summary concludes by briefly mentioning some challenges and opportunities for organizational behavior research and practice like managing diversity, change and ethics.
This document discusses elements of organizational behavior systems and models, including:
- The philosophy, values, vision, mission, and goals that make up an organization's behavior model
- Key elements like the formal/informal organization, leadership, culture, and motivation
- Common management philosophies like autocratic, custodial, supportive, and collegial
- The importance of establishing a clear vision and mission, and setting goals to achieve the vision
- Examples of visions, missions, and values from organizations like TESDA, BSU, and ABS-CBN
1) Organizational structure refers to how job tasks are divided, grouped, and coordinated through elements like work specialization, departmentalization, and span of control.
2) Common structures include bureaucracies, matrix structures, and team structures, with characteristics suited to different strategies, sizes, technologies, and environments.
3) While bureaucracy remains prevalent, new structures aim to be flexible through teams, outsourcing, and boundaryless designs, though tradeoffs exist for control and coordination.
This document discusses organizational structure and the key elements that define it, including work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. It also summarizes common organization designs like the simple structure, bureaucracy, matrix structure, team structure, virtual organization, and boundaryless organization. The document explores why organizational structures may differ based on factors like strategy, size, technology, and environmental conditions.
This document discusses organizational behavior and personality. It defines organizational behavior as understanding, predicting, and managing human behavior in organizations to achieve goals. Personality is described as relatively permanent characteristics that make individuals unique. Several approaches to understanding personality are discussed, including trait, learning, and social cognitive approaches. The "Big Five" model of personality traits - openness, conscientiousness, extraversion, agreeableness, and neuroticism - is also summarized. Attitudes and major job attitudes like job satisfaction, involvement, and commitment are defined. Sensation versus perception and components of attitudes are also outlined.
BMGT 464 ASSIGNMENT 3 ORGANIZATIONAL LEVEL OF ANALYSISJanuMorandy
(1) The document provides instructions for a group assignment to create a portfolio as an organizational behavior consulting practice.
(2) Students must complete two parts: Part 1 is a written analysis in Microsoft Word covering problems/issues facing cross-cultural teams, recommendations, and references.
(3) Part 2 is a graphic presentation using Prezi or other tool to illustrate the key findings from Part 1. The portfolio aims to analyze a case study and convince a client to hire the consulting practice.
Hindustan Unilever Limited (HUL) is India's largest consumer goods company headquartered in Mumbai. It is a subsidiary of British-Dutch company Unilever, which owns a 52% controlling stake. HUL manufactures and distributes food, beverages, home care, and personal care products across India through 2 million retail outlets and 6.4 million availability points. Some of HUL's major brands include Lifebuoy, Lux, Surf Excel, Closeup, Brooke Bond, Knorr, and Vaseline. The company focuses on increasing access to health, hygiene, and nutrition products while empowering women and supporting rural development through corporate social responsibility initiatives.
This document outlines a social media strategy for Chipotle to revamp its image after an E. coli scandal. Key aspects of the strategy include increasing audience on social media platforms like Facebook, Instagram, and Twitter through more visual posts. The strategy also defines Chipotle's online brand persona as quick, healthy, and cheap. It establishes roles and guidelines for social media use and response plans for potential issues. The overall goal is to regain followers and traffic through active social media engagement.
This document provides an overview of Chapter 15, Section 1 of the textbook. It defines key terms related to bureaucracies such as bureaucracy, bureaucrat, administration, staff agency, and line agency. It describes the major elements that make up the federal bureaucracy, including the Executive Office of the President, 15 Cabinet-level departments, and independent agencies. It explains the differences between staff agencies and line agencies. The document also discusses how units within the federal bureaucracy are named and the benefits and criticisms of bureaucratic structures.
Chipotle Market Potential Analysis Part 1Mollye Peters
One of the projects in my International Marketing class was to take a domestic company and turn it into an international corporation. My group decided on Chipotle as our company. Everyone in the group worked on this project together but I was specifically focused on the criteria charts on slides 6-12.
itim International Webinar about Organisational Culture certification and the...Hofstede Insights
Webinar and video of the webinar about the Organisational Culture model of Geert Hofstede and the benefits of the certification offered by the hofstede centre.
This document summarizes an analysis of Chipotle Mexican Grill. It includes appendices on the company's executive summary, dominant economic characteristics, PESTEL analysis, five forces analysis, driving forces, key success factors, financial analysis, resources and capabilities, weighted competitive strength analysis, strategic group map, current strategy, and SWOT analysis. The document examines Chipotle's growth strategy, competitive advantages of fresh, customizable food, and challenges such as high competition in the fast food industry. It recommends strategies like adding new menu items and improving technology to help Chipotle continue its expansion.
This document provides an overview of organizational behavior. It discusses:
- Organizational behavior studies how individuals, groups, and structure impact behavior in organizations and how to apply this knowledge to improve effectiveness.
- Determinants of organizational behavior include people, organizational structure, technology, and the internal and external environment.
- Theories that contributed to the development of organizational behavior include scientific management, bureaucratic management, human relations management, and contingency theory.
- Early influences included Adam Smith's work on human capital and Charles Babbage's advocacy for division of labor. Frederick Taylor furthered scientific management while Hawthorne studies highlighted the importance of human relations and informal groups.
Webinar "Hofstede multi-focus model & Organisational culture certification"Hofstede Insights
This document provides information about an info webinar on Hofstede's multi-focus model of organizational culture and certification. The webinar will be led by Egbert Schram and cover Hofstede's 6-dimensional model of national culture and the multi-focus model of organizational culture. Attendees will learn how to measure and analyze organizational culture using these models and tools to understand differences within and between organizations. The 5-day certification course will provide both theoretical knowledge and practical skills to assist clients in assessing and improving organizational culture.
Case study - Strategy Review at ChipotleNeha Randhawa
Chipotle Mexican Grill is a fast casual restaurant chain pursuing a differentiation strategy through high quality, organic ingredients, classic cooking methods, and friendly service. It has over 1500 locations across North America and Europe, with $3.21 billion in revenues in 2013. Chipotle aims to change perceptions of fast food through its "Food with Integrity" philosophy. Strengths include its brand image and sustainable food sourcing, while weaknesses include high food costs and limited menus. Opportunities for growth include international expansion and a growing market for fast casual dining. Threats include intense competition and increasing costs. Chipotle achieves competitive advantage through its valuable supply chain and operations focused on premium ingredients. Effective leadership from founders Steve Ells and Montgomery
Chipotle Mexican Grill is a fast-casual restaurant chain focusing on sustainably sourced food. It has strong brand loyalty and marketing expertise. While competitors struggle, Chipotle enjoys high growth and margins due to operational efficiencies, people culture, and differentiated product. To sustain its position, Chipotle should strengthen supplier relationships, source new ethical suppliers to support growth, raise sustainability standards, and leverage content marketing success.
A study on five model of organisational behaviorIwate University
Top management’s models are particularly important to identify, for the underlying model that exists within a firm’s chief executive officer tends extend throughout that firm. For this reason, models of organizational behavior are highly significant.
The document describes several models of organizational change:
1. The stages of change process model outlines three stages: unfreezing, changing, and refreezing. Unfreezing involves creating motivation for change through disconfirmation or anxiety. Changing involves learning new concepts through role models or trial and error. Refreezing internalizes the changes.
2. Bullock and Batten's integrative model has four phases: exploration of need for change, planning changes, implementing actions, and integrating changes.
3. The action research model is cyclical, with problem identification, data gathering, feedback, diagnosis, planning, action, and evaluation repeating in ongoing cycles.
4. The Burke-Litwin
Here are some key points that could be discussed:
- Hofstede's model provides a useful framework for analyzing and comparing cultural differences, but it also has limitations since cultures are complex and not fully defined by these dimensions.
- People's experiences and perspectives are shaped by their cultural background, so seeing issues through another cultural lens aided by models like Hofstede's can foster cross-cultural understanding.
- However, models also risk overgeneralizing or oversimplifying cultures. Individual experiences within a culture can vary widely.
- Overall, Hofstede's dimensions seem most helpful when used as a starting point for discussion rather than a definitive analysis, and with an understanding of both their benefits and limitations
Hofstede - Cultural differences in international managementCarmen Neghina
This document discusses Hofstede's study on cultural dimensions and how it can be applied to international business. It provides an overview of Hofstede's research analyzing IBM data from over 50 countries to identify 5 cultural dimensions: power distance, uncertainty avoidance, individualism, masculinity, and long-term orientation. Examples are given of how these dimensions impact leadership styles, organizational structures, and communication between cultures with differing scores. The document also notes some criticisms of Hofstede's study and poses discussion questions.
Basic Concepts of Organisational Behaviourmanishray
1. The document introduces concepts in organizational behavior including why it is important to study OB to understand, predict, and influence human behavior in organizations.
2. It discusses levels of analysis in OB from the individual to group to organizational levels and lists some dependent and independent variables that are studied.
3. The summary concludes by briefly mentioning some challenges and opportunities for organizational behavior research and practice like managing diversity, change and ethics.
This document discusses elements of organizational behavior systems and models, including:
- The philosophy, values, vision, mission, and goals that make up an organization's behavior model
- Key elements like the formal/informal organization, leadership, culture, and motivation
- Common management philosophies like autocratic, custodial, supportive, and collegial
- The importance of establishing a clear vision and mission, and setting goals to achieve the vision
- Examples of visions, missions, and values from organizations like TESDA, BSU, and ABS-CBN
1) Organizational structure refers to how job tasks are divided, grouped, and coordinated through elements like work specialization, departmentalization, and span of control.
2) Common structures include bureaucracies, matrix structures, and team structures, with characteristics suited to different strategies, sizes, technologies, and environments.
3) While bureaucracy remains prevalent, new structures aim to be flexible through teams, outsourcing, and boundaryless designs, though tradeoffs exist for control and coordination.
This document discusses organizational structure and the key elements that define it, including work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. It also summarizes common organization designs like the simple structure, bureaucracy, matrix structure, team structure, virtual organization, and boundaryless organization. The document explores why organizational structures may differ based on factors like strategy, size, technology, and environmental conditions.
This document discusses organizational structure and the key elements that define it, including work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. It also summarizes common organization designs like the simple structure, bureaucracy, matrix structure, team structure, virtual organization, and boundaryless organization. The document explores why organizational structures may differ based on factors like strategy, size, technology, and environmental conditions.
Organizational Structure
How job tasks are formally divided, grouped, and coordinated.
Key Elements:
Work specialization
Departmentalization
Chain of command
Span of control
Centralization and decentralization
Formalization
Contact:
nomanaleemft@gmail.com
00923084089243
This document outlines the key concepts in organizational structure and design discussed in Chapter 10. It begins by defining organizational structure and design. The traditional and contemporary views of work specialization, departmentalization, chain of command, span of control, authority, responsibility, and unity of command are explained. Factors that influence centralization and decentralization are also discussed. Mechanistic and organic organizational structures are contrasted. Contingency factors like strategy, size, technology, and environmental uncertainty that influence organizational design decisions are explained. Common organizational designs such as team, matrix, and virtual structures are also covered.
This document is an outline for a chapter on organizational structure and design. It defines key terms related to organizational structure such as departmentalization, chain of command, span of control, centralization, and formalization. It also discusses factors that influence organizational design decisions like strategy, size, technology, and environmental uncertainty. Finally, it outlines different types of common organizational structures including functional, geographic, product, process, and customer-based structures as well as team, matrix, and project-based organizations.
This document outlines the key concepts in organizational structure and design discussed in Chapter 10. It begins by defining organizational structure and design. The traditional and contemporary views of work specialization, departmentalization, chain of command, span of control, authority, responsibility, and unity of command are explained. Factors that influence centralization and decentralization are also discussed. Mechanistic and organic organizational structures are contrasted. Contingency factors like strategy, size, technology, and environmental uncertainty that influence organizational design decisions are explained. Common organizational designs such as team, matrix, and virtual structures are also covered.
The document discusses conceptual frameworks for analyzing work tasks, including:
1) The job characteristics model analyzes how job design influences motivation. It identifies five core job dimensions that influence critical psychological states and personal and work outcomes.
2) The social information processing model focuses on how social interactions influence attitudes and behaviors on the job.
3) Continuous improvement processes aim to constantly reduce variability in processes to improve quality and customer satisfaction, but can add stress to employees expected to constantly excel.
The document discusses various topics related to technology in the workplace including continuous improvement processes, process reengineering, e-organizations, conceptual frameworks for analyzing work tasks, job characteristics model, work space design, work redesign options, work schedule options like flextime and telecommuting. The objectives are to understand these concepts and how technology influences organizational behavior.
The document discusses various topics related to organizational behavior including job analysis methods, selection practices and devices, training and development programs, career development responsibilities, performance evaluation purposes and methods. It provides objectives for understanding these topics and examines concepts like interviews, written tests, simulation tests, types of training, and who should participate in performance evaluations.
This document outlines key concepts about organizational structure and design from a PowerPoint presentation. It defines organizational structure and design, and discusses the six elements that influence design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It also covers contingency factors like strategy, size, technology, and environment that influence design, and provides examples of traditional and contemporary organizational designs.
This document outlines key concepts about organizational structure and design from a PowerPoint presentation. It defines organizational structure and design, and discusses factors that influence design decisions like work specialization, departmentalization, chain of command, span of control, and centralization. It also summarizes traditional design models like functional structures and divisional structures, as well as contemporary designs like team structures, matrix structures, and learning organizations.
The document outlines key aspects of organizational structure and design discussed in Chapter 10, including:
1) Organizational structure involves decisions about work specialization, departmentalization, chain of command, span of control, and levels of centralization and formalization.
2) Organizational designs can be mechanistic or organic depending on factors like strategy, size, technology, and environmental uncertainty.
3) Common organizational designs include functional, divisional, team, matrix, and project-based structures. Contemporary designs emphasize flexibility over rigid hierarchies.
The document is an introductory chapter about management and organizations. It discusses key topics such as what managers do, including the four main functions of management: planning, organizing, leading, and controlling. It also describes different types of managers based on their level in the organization. Additionally, it examines the skills and roles required of managers, how the manager's job is changing with a new focus on customers and innovation, defines what an organization is, and explains why studying management is important.
This document provides an overview of organizational structure and design. It defines key terms like organizational structure, organizational design, and departmentalization. It discusses traditional elements of structure like work specialization, chain of command, and span of control. It also covers contemporary structures like mechanistic versus organic designs and contingency factors that influence structure. Finally, it examines common traditional designs like simple, functional and divisional structures and contemporary designs. The overall document serves as a chapter outline and introduction to concepts of organizational structure and design.
This document provides an overview of organizational structure and design from a management textbook. It defines key terms related to organizing work within a company such as departmentalization, chain of command, span of control, and centralization/decentralization. It also discusses traditional views of specialization and contrasts mechanistic and organic structures. Common structural designs like functional, divisional and matrix are introduced. Contingency factors that influence structural decisions such as strategy, size, technology and environment are also summarized.
This document provides a learning outline for a chapter that discusses the history and evolution of management. It covers several topics:
- The importance of studying management history and some early examples of management practices.
- Scientific management and the key contributions of Frederick Taylor and Frank and Lillian Gilbreth to make work more efficient. The outline notes how some of their principles are still used today.
- Bureaucratic management and Max Weber's work developing rational-legal authority and bureaucracy as an organizational structure.
- Contemporary management theories that have influenced modern approaches, including administrative management and quality management.
The learning outline provides a structured guide to the concepts and issues covered in the chapter to aid the reader's
The document outlines key concepts from a chapter on management and organizations. It defines management and describes managers' functions, including planning, organizing, leading and controlling. It also discusses different types of managers and their roles. Managers' jobs are changing with greater emphasis on customer service and innovation. An organization is defined as a deliberate arrangement of people to achieve a common purpose. Studying management is valuable because good management is needed universally and understanding different concepts is important whether managing others or being managed.
The document outlines key concepts from a chapter on management and organizations. It defines management and describes managers' functions, including planning, organizing, leading and controlling. It also discusses different types of managers and their roles. Managers' jobs are changing with greater emphasis on customer service and innovation. An organization is defined as a deliberate arrangement of people to achieve a common purpose. Studying management is valuable because good management is needed universally and understanding different concepts is important whether managing others or being managed.
I.T. plays an important role across various levels of retail operations. At the point of sale, I.T. enables fast customer checkout and payment processing while also helping to prevent shoplifting. In the operations, tools like EDI, UPC, and RFID help with inventory tracking, space management, and supply chain connectivity. I.T. also supports customer relationship management, human resources functions like performance evaluation, executive decision making, automated merchandise and supply chain systems, price and promotion management, and data analysis reporting.
The document discusses store layout and space management. It describes different circulation patterns for store layouts including free flow, grid, race track, herringbone, and spine forms. It also discusses parameters for evaluating space performance such as sales per square foot and margins. Space audits are recommended to analyze non-traded space, hot and cold spots, and efficiency of selling versus non-selling space. The goal is to optimize trading space to achieve maximum sales while ensuring customer convenience.
- Retail store design must cater to customers' needs and provide a comfortable shopping environment to attract customers and drive sales. This includes factors like layout, lighting, signage, and merchandise placement.
- The store's exterior and interior design help create the store's image and differentiate it from competitors. Elements like the building design, window displays, and interior fixtures and signage influence customers' first impressions and shopping experience.
- Proper space planning and layout are important to efficiently utilize space, showcase merchandise, and guide customer flow through the store in a way that encourages browsing and unplanned purchases.
Store administration involves managing various components including premises, inventory, customer service, promotions, and staff. Key aspects include setting store hours, maintaining cleanliness, managing inventory levels and displays, handling cash receipts, providing excellent customer service, running promotions, and recruiting and training employees. Proper store administration is important for operational efficiency and customer satisfaction.
Retail marketing involves the business activities that add value to products and services sold to consumers for personal or family use. Retailers perform important functions like providing an assortment of products, breaking bulk into smaller quantities, holding inventory, and offering services to consumers. Retailing is a significant sector that affects many facets of life and the economy by providing widespread distribution networks, employment opportunities, triggering consumption, and offering entrepreneurial opportunities. While most retailing in India remains unorganized, organized retail is growing and expected to continue expanding formats and shifting power to consumers.
- Urbanization and increasing purchasing power in India is leading to growth of organized retailing. Several retail chains like Westside, Landmark, and Shoppers Stop have opened outlets across the country.
- There is large potential for growth in retail sector given India's population of 100 crore and 20 crore households, though currently only 25% of rural households have been effectively reached by marketers.
- Organized retailing provides benefits like value for customers, developing retail brands to build trust, and offering a one-stop shopping experience. The limitations of traditional small scale retailing include a fragmented supply base and higher operating costs.
Retail location is an important strategic consideration for competitive advantage. Key factors in choosing a location include proximity to customers, market potential based on demographics, competition, and infrastructure accessibility. A multi-step process analyzes the target market and trade area, evaluates suitable locations based on these factors, and selects the optimal site. Location influences merchandise, layout, and is integral to long-term retail strategy even with e-commerce growth.
Retail store design involves strategically planning elements to match the needs of the target customer base, including employee type and density, merchandise type and density, and fixture type and density. The store facade is also important as it makes a first impression on customers and conveys what customers will find inside. Elements like design, ambience, merchandise, services, and security guards together provide the retail identity. An effective facade invites customers inside silently, creates awareness, and conveys what is available in the store. Problems can arise in creating unique facades tailored for each retail store. In addition to these elements, sound, odor, visual factors, and space mix involving staple, convenience, and impulse merchandise are also considered in retail store design
Retail communication programs are used to build brand images, attract customers, and encourage purchases. The goals are to inform customers, develop loyalty, and motivate repeat visits. Key elements include creating brand awareness through various exposures, developing positive brand associations, and reinforcing a consistent brand image through all aspects of the retail experience over time. An integrated marketing communications approach coordinates different communication channels like advertising, sales promotions, public relations, personal selling, and direct marketing to effectively reach customers.
Merchandising involves identifying the right products for customers, sourcing products, and ensuring products reach customers. It aims to provide the right products, in the right quantities, at the right place, time, and price. Successful merchandising involves forecasting demand, planning inventory levels, and achieving the right product mix to maximize sales and profits. The process involves multiple departments working together on merchandise planning, purchasing, distribution, pricing, and sales.
Franchising is a successful method for national and international retail expansion where a franchisor provides a licensed privilege to do business and assistance to franchisees in exchange for fees. The franchisor oversees site selection and product decisions while providing design support and training, and the franchisee operates the business by choosing locations, hiring employees, and following brand standards. Franchising has evolved from powers to peasants and now provides a complete business package through brands like McDonald's. While it allows for growth and financial support, franchising also comes with royalty fees and less business control for franchisees.
Retail supply chain management involves planning inventory, purchasing, and transporting merchandise from suppliers to customers in an integrated and timely manner. Information technology helps retailers reduce cycle times and improve efficiency. Individual activities like warehousing and transportation were previously handled separately but are now coordinated as part of an overall supply chain management process. The objective is to ensure the right products reach customers at the right place, time, and price.
1) The document outlines the key objectives and concepts from the first chapter of an organizational behavior textbook, including defining OB, describing managerial roles and functions, and identifying contributing disciplines.
2) It introduces a model for analyzing OB with independent variables like individual/group/organizational factors and dependent variables like satisfaction, performance, and turnover.
3) Managers are discussed as making decisions, allocating resources, and directing others to achieve goals in various workplace settings and through key functions like planning, organizing, leading, and controlling.
This document outlines key theories and models of leadership discussed in a chapter on organizational behavior. It introduces trait theories, behavioral theories, contingency theories like Fiedler's model and situational leadership theory, and relationship-based theories like leader-member exchange. Various graphics and tables are included to illustrate leadership styles and how leadership effectiveness depends on situational factors. The objectives are to contrast leadership and management, summarize different theories of leadership, and describe several contingency models of leadership.
The document discusses organizational behavior and learning. It covers key topics like biographical characteristics, types of abilities, theories of learning, schedules of reinforcement, behavior modification, and organizational applications of these concepts. The objectives are to define characteristics, identify abilities, shape behavior, distinguish reinforcement schedules, clarify the role of punishment in learning, and exhibit effective discipline skills.
The document is a chapter from an organizational behavior textbook that discusses conflict. It begins by outlining the chapter's learning objectives. The chapter then covers the history of views on conflict, the conflict process in 5 stages, different conflict-handling intentions, negotiation strategies and processes, and the relationship between conflict and team performance. It provides examples and exhibits to illustrate key concepts.
The document summarizes key points about organizational communication from a chapter in an organizational behavior textbook. It covers communication functions and processes, types of communication channels, both formal and informal networks, barriers to effective communication, and challenges with cross-cultural communication.
1. The document discusses organizational behavior and managing change within organizations.
2. It covers topics like forces for change, resistance to change, Lewin's three-step change model, and organizational development techniques.
3. The three-step change model involves unfreezing the current behavior, moving to a new behavior through action and planning, and refreezing the new behavior into place.
This document discusses organizational culture and how it forms within companies. It covers how culture is established through employee socialization, selection of new members, and actions of top management. The document also addresses how strong and weak cultures differ, and how culture can both help and hinder organizations by binding members together but also resisting change.
This document contains chapter objectives and content about organizational power and politics from Stephen P. Robbins' 10th edition textbook. It defines power, contrasts it with leadership, and outlines the four bases of power. It also discusses power tactics, dependency in power relationships, sexual harassment in the workplace, and political behaviors in organizations. The document provides information on avoiding and defensive behaviors, impression management techniques, and evaluating the ethics of political actions.
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The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
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L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
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Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
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