Chapter 1 Quiz
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Management involves coordinating and overseeing the work of individuals to efficiently achieve organizational goals (d). It also involves designing an environment for accomplishing aims effectively (e). Controlling evaluates and corrects performance to ensure goals are met (j). Leading influences subordinates to help achieve goals (a). Staffing fills job positions (c). Organizing assigns tasks and brings harmony among individuals (g). Efficiency is output from minimum input (h). Planning determines goals and strategies (i). Bureaucracy involves authority and legal coordination (legal). Middle-level managers focus on long-term concerns (long-term). Top-level managers have authority over all resources (Top-Level Managers). Fayol viewed management as separate
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Chapter 1 Definitions and Functions of Management
This document outlines the key concepts and functions of management. It discusses that management is the process of coordinating and overseeing the work of individuals in an organization to efficiently achieve goals. The main functions of management are planning, organizing, staffing, leading, and controlling. Planning involves setting goals and strategies, organizing is assigning tasks and resources, staffing is recruiting employees, leading is motivating workers, and controlling is evaluating performance. The document also defines intrinsic aspects of management as coordination, efficiency, and effectiveness in helping an organization achieve its aims.
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This document discusses the functions, roles, and skills of a manager. It defines a manager as an individual who supervises others' work, ensures responsibilities are met, and optimally uses human and material resources to encourage high performance. The document also outlines different managerial levels in an organization, with top-level managers focusing on long-term goals, stability, and overall efficiency at the corporate level as CEOs, COOs, Presidents, and Vice Presidents. Middle managers oversee departments and ensure goals and strategies are implemented properly. Lower-level managers directly supervise employees and make sure day-to-day work is completed.
1st ppt org
This document discusses the nature and concept of management. It defines management as the process of coordinating and overseeing work performance to efficiently accomplish organizational goals. The document outlines the key functions of management, including planning, organizing, staffing, leading, and controlling. It explains that management aims to achieve coordination, efficiency, and effectiveness within organizations.
Coordination
Coordination involves organizing different people or things to work together towards a common goal. There are various types of coordination including internal/external, vertical/horizontal, and procedural/substantive. Coordination is essential in all management functions like planning, organizing, staffing, directing, communicating, leading, motivating, and controlling. It requires clear objectives, effective communication, and leadership. The key importance of coordination is the integration of group efforts to achieve higher efficiency while resolving conflicts.
Organization and management planning
Planning is the first management function and essential component of management. It involves setting goals, strategies, and plans of action to achieve goals. Planning provides direction, reduces uncertainty, and compels consideration of future events. It results in coordination of activities and minimization of waste, ineffectiveness, and inefficiency. Goals are the targets management wants to reach, while plans are the actions managers intend to use to achieve goals. Planning is important for any business and helps ensure goals are achieved.
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The document discusses the key functions of management including planning, organizing, staffing, directing and controlling. It provides definitions for each function and outlines their importance and processes. Planning involves setting objectives, identifying alternatives and selecting the best course of action. Organizing includes dividing work, grouping activities, assigning duties and establishing reporting relationships. Staffing covers recruitment, selection, training and performance appraisal to ensure the right people are in the right jobs. Directing consists of supervision, motivation, leadership and communication to guide employees.
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This document provides an overview of management concepts including definitions, functions, theories, and approaches. It discusses early management theorists like Taylor, Fayol, and Weber and their contributions. Total Quality Management and continuous improvement approaches from Deming and Juran are also summarized. The document outlines management roles, skills, and functions. It concludes with an introduction to organizational behavior and a brief definition of SWOT analysis.
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This document discusses leadership concepts and styles. It covers Blake and Mouton's managerial grid leadership styles, which are assessed based on two dimensions: concern for people and concern for tasks. The five styles on the grid are impoverished, country club, authority/obedience, team leader, and middle of the road. Middle of the road is identified as the most effective style because it balances concern for both people and production. Students will study these leadership styles and the characteristics of effective team leaders.
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This document outlines the key concepts and functions of management. It discusses that management is the process of coordinating and overseeing the work of individuals in an organization to efficiently achieve goals. The main functions of management are planning, organizing, staffing, leading, and controlling. Planning involves setting goals and strategies, organizing is assigning tasks and resources, staffing is recruiting employees, leading is motivating workers, and controlling is evaluating performance. The document also defines intrinsic aspects of management as coordination, efficiency, and effectiveness in helping an organization achieve its aims.
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The document discusses the key functions of management including planning, organizing, staffing, directing and controlling. It provides definitions for each function and outlines their importance and processes. Planning involves setting objectives, identifying alternatives and selecting the best course of action. Organizing includes dividing work, grouping activities, assigning duties and establishing reporting relationships. Staffing covers recruitment, selection, training and performance appraisal to ensure the right people are in the right jobs. Directing consists of supervision, motivation, leadership and communication to guide employees.
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Frederick W. Taylor is considered as the Father of Scientific Management. One of his contributions to scientific management is identifying clear guidelines for the improvement of worker productivity through developing a science for each element of an individual's work to replace the old rule of thumb method.
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Coordination
This document discusses the concept and importance of coordination in management. It defines coordination as synchronizing the efforts of different departments and individuals to achieve common objectives. Coordination is essential to management as it binds the functions together and ensures unity of action. The need for coordination arises due to factors like organizational growth, functional differentiation, and specialization. Coordination must occur at all management levels and be a deliberate, continuous process. It integrates group efforts while ensuring cooperation between individuals and departments.
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Coordination
Coordination involves synchronizing the efforts of individuals and units to achieve organizational goals. It is a continuous and dynamic process that emphasizes unity of effort and is the responsibility of every manager. Proper coordination ensures that all functions and activities are complementary and contribute positively to overall performance. It brings satisfaction to employees and smooths information flow. Techniques for effective coordination include the chain of command, leadership, committees, staff meetings, and self-coordination.
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A manager has to perform interrelated functions in the process of managing an organisation which is a system made up of different interlinked and interdependent
subsystems.
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This document outlines principles of coordination in management. It defines coordination as different people or things working together to achieve goals. Some key principles discussed include:
- Follett's four principles of early stage, continuity, direct contact, and reciprocal relations.
- Additional principles of effective communication, mutual respect between managers and employees, clarity of objectives, and following the scalar chain of command.
Coordination is said to be essential for management as it leads to efficiency, unity of direction, good relations, and organizational effectiveness. A good coordinator who follows these principles is considered a good leader and manager.
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This document discusses coordination as a management function. It provides definitions of coordination from various authors that emphasize harmonizing activities to facilitate working towards common goals. Coordination is characterized as essential for management, ongoing, and required for group efforts but not individual efforts. Techniques for effective coordination discussed include planning, communication, leadership, and committees. The importance of coordination is also highlighted for efficiency, effectiveness, and unity of direction. Coordination is distinguished from cooperation in that coordination is a deliberate system imposed by managers while cooperation is voluntary informal efforts to help one another.
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1. Create a mission statement. A mission statement describes why the organization exists (i.e., identifies its basic purpose). The statement should address both the types of communities or audience that the organization serves, and the services and products it will provide. The top-level management will generally develop the mission statement. The statement will change somewhat over the years.
2. Select the organization’s intermediate goals. Goals are general statements about what needs to be accomplished to meet the purpose or mission and address major issues.
3. Identify approaches or strategies to reach each goal. Strategies are often what change most as the organization eventually conducts more robust strategic planning, particularly as external and internal environments are examined more closely.
4. Identify action plans to implement each strategy. Action plans list the steps that each major function (for example, a department or agency) must take to ensure that it is effectively implementing a strategy. Objectives should be clear enough to be assessed if they have been met. Ideally, top management will develop committees, each with their own work or set of objectives.
5. Monitor and update the plan. Planners regularly monitor progress towards goals and whether action plans are being implemented. Perhaps the most important indicator of success is positive feedback from customers.
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Frederick W. Taylor is considered as the Father of Scientific Management. One of his contributions to scientific management is identifying clear guidelines for the improvement of worker productivity through developing a science for each element of an individual's work to replace the old rule of thumb method.
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The document discusses coordination in organizations. It defines coordination as organizing different people or things to work together for a common goal. It provides examples of how coordination is important for various management functions like planning, organizing, staffing, directing, communicating, motivating and controlling. It emphasizes that coordination is essential for management as it affects all management functions and helps achieve objectives efficiently with optimal resource utilization.
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Organizing is the process of identifying and grouping the work to be performed, Defining and delegating defining and delegating responsibility and authority and establishing relationship for the purpose of enabling people to work most effectively together in accomplishing objectives
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This document discusses coordination as a management function presented by Mr. Manjunath Beth. It defines coordination as the orderly synchronization of efforts to achieve common objectives. Coordination is important as it creates synergy, provides unity of direction, improves employee morale, and helps diverse activities work together. It avoids issues like personal conflicts and overlapping work. Techniques of coordination include communication, planning, supervision, leadership, departmentalization, and direct contact. Coordination can be internal within an organization or external with outside partners. Hindrances to effective coordination are uncertainties, lack of skills and knowledge, size and complexity issues. Coordination is especially important for nursing management to integrate different health personnel and ensure quality patient care.
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Chapter 1 Nature and Concepts of Management
This document defines management as the process of coordinating and overseeing the work performance of individuals in an organization to efficiently achieve goals. It discusses the key functions of management as planning, organizing, staffing, leading, and controlling. Planning involves setting goals and strategies, organizing assigns tasks and resources, staffing fills jobs, leading motivates people, and controlling evaluates performance. The intrinsic nature of management is coordination for harmonious work, efficiency in resource use, and effectiveness in goal achievement.
Coordination
This document discusses the concept and importance of coordination in management. It defines coordination as synchronizing the efforts of different departments and individuals to achieve common objectives. Coordination is essential to management as it binds the functions together and ensures unity of action. The need for coordination arises due to factors like organizational growth, functional differentiation, and specialization. Coordination must occur at all management levels and be a deliberate, continuous process. It integrates group efforts while ensuring cooperation between individuals and departments.
coordination
defining coordination
requisites of coordination
features of coordination
sign and symptoms of lack of coordination
(view in slide show for better viewing)
Coordination
Coordination involves synchronizing the efforts of individuals and units to achieve organizational goals. It is a continuous and dynamic process that emphasizes unity of effort and is the responsibility of every manager. Proper coordination ensures that all functions and activities are complementary and contribute positively to overall performance. It brings satisfaction to employees and smooths information flow. Techniques for effective coordination include the chain of command, leadership, committees, staff meetings, and self-coordination.
Coordination
Coordination involves synchronizing the efforts of subordinates to achieve organizational objectives. It integrates diverse interests, balances activities, and adjusts time schedules. Coordination gives a common direction to group efforts and ensures unity of action across departments as it is a continuous, pervasive, and deliberate function performed by all managers. Coordination is important due to an organization's size, functional differentiation, and specialization. It establishes cooperation through both formal and informal relations.
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The document discusses coordination as the essence of management. It states that coordination involves synchronizing the diverse groups within an organization towards a common goal. Coordination is implicit in all managerial functions like planning, organizing, leading, and controlling. It ensures harmony among individual efforts and the orderly arrangement of activities needed to achieve organizational objectives. The process of coordination begins during planning and continues through execution and control to facilitate unity of action across the organization.
Co ordination
Coordination is the management of interdependence between individuals and groups to achieve common goals. It involves synchronizing efforts and keeping expenditures proportionate to resources. Coordination is important for integrating group efforts, facilitating mutual dependence, resolving conflicts, developing team spirit, motivating subordinates, achieving better relations, optimizing resource use, and improving efficiency. Elements of successful coordination include leadership commitment, defined joint outcomes, appropriate governance frameworks, performance measurement, the right representation and skills, and shared culture and values.
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This document discusses the importance and principles of management. It outlines several key points:
1. The importance of management includes effective resource utilization, meeting challenges of change, development of resources, problem solving and innovation, coordination, and personality development.
2. Henry Fayol proposed 14 principles of management including division of work, authority and responsibility, discipline, unity of command, unity of direction, and subordination of individual interests.
3. Common management functions include planning, organizing, staffing, directing, coordinating, reporting, and budgeting according to Gulick, and planning, organizing, commanding, coordination, and controlling according to Fayol.
Principles of co ordination
This document outlines principles of coordination in management. It defines coordination as different people or things working together to achieve goals. Some key principles discussed include:
- Follett's four principles of early stage, continuity, direct contact, and reciprocal relations.
- Additional principles of effective communication, mutual respect between managers and employees, clarity of objectives, and following the scalar chain of command.
Coordination is said to be essential for management as it leads to efficiency, unity of direction, good relations, and organizational effectiveness. A good coordinator who follows these principles is considered a good leader and manager.
Coordination ppt
The document discusses coordination and its importance in management. Coordination involves harmonizing the interaction of parts and is essential for group activities. It requires integrating efforts, resolving conflicts, and encouraging cooperation to achieve higher efficiency and success. The manager is responsible for coordinating the team's work and motivating subordinates to work towards shared goals. Without proper coordination, there is no organization just separate experiences.
Coordination
This document discusses coordination as a management function. It provides definitions of coordination from various authors that emphasize harmonizing activities to facilitate working towards common goals. Coordination is characterized as essential for management, ongoing, and required for group efforts but not individual efforts. Techniques for effective coordination discussed include planning, communication, leadership, and committees. The importance of coordination is also highlighted for efficiency, effectiveness, and unity of direction. Coordination is distinguished from cooperation in that coordination is a deliberate system imposed by managers while cooperation is voluntary informal efforts to help one another.
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4. Identify action plans to implement each strategy. Action plans list the steps that each major function (for example, a department or agency) must take to ensure that it is effectively implementing a strategy. Objectives should be clear enough to be assessed if they have been met. Ideally, top management will develop committees, each with their own work or set of objectives.
5. Monitor and update the plan. Planners regularly monitor progress towards goals and whether action plans are being implemented. Perhaps the most important indicator of success is positive feedback from customers.
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2579Groups and TeamsiStockphotoThinkstockLearning.docx
257
9Groups and Teams
iStockphoto/Thinkstock
Learning Outcomes
After reading this chapter, you should be able to
• Compare and contrast organizational groups and teams.
• Identify the characteristics of effective teams.
• Describe various types of teams.
• Apply the stages of team development.
• Determine when to use teams.
• Explain the process for and challenges of team decision making.
• Explain the contagion effects of positivity in teams.
you83701_09_c09_257-286.indd 257 4/20/17 5:36 PM
© 2017 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
258
Section 9.1 The Importance of Groups and Teams
9.1 The Importance of Groups and Teams
The use of groups and teams has become increasingly common not only in organizational
settings but also in education, public policy, and international relations. However, groups and
teams can present significant challenges in terms of their design and implementation. Con-
sider the following example.
A large agricultural manufacturing company decides to update its GPS-
enabled precision farming products with a revolutionary new color touch-
screen display, a significant advancement over its unwieldy, now obsolete
monochrome version. To thwart possible competitors, the company quickly
assembles a team comprising members from across the company, includ-
ing sales, marketing, product quality, engineering, and supply management,
and sets a 6-month project timeline. At first, team members embrace their
assignment with energy and conviction. However, as challenges arise and the
original excitement begins to wane, the team begins to experience conflict.
Never having worked together prior to this assignment and not having estab-
lished trust before beginning the project, team members start to turn work
disagreements into personal attacks. Soon team members stop attending
meetings and begin completing assignments individually, meeting only when
absolutely necessary.
As the project’s due date nears, the team members realize they have made
critical errors due to lack of communication on certain design elements. The
project is delayed and delayed again. Eventually, the team delivers the final
product—nearly a year behind schedule and $1 million over budget.
Although unfortunate, the above scenario is relatively common. In fact, one survey of IT teams
found that nearly 75% of them failed to meet one or more important project milestones (Bull
Survey, 1998). This statistic becomes even more alarming when you consider that organiza-
tions often use teams as an attempt to increase work productivity. Are all teams doomed to
failure? Is teamwork an impractical notion? Thankfully, the answer to both questions is no.
Consider This: Working in Teams
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Questions to Consider
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Organization development full note nepal bank preparation
Organization development is a planned, organization-wide effort led by top management to increase effectiveness and health through interventions. It responds to change by altering beliefs, attitudes, values, and structure using education strategies. The goal is to help organizations adapt to new technologies, markets, and challenges through changes to culture. Organization development uses action research methods like collecting data on problems and taking action based on analysis. It must address actual needs for change identified by the organization and involve them in planning and implementing changes.
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Introduction
Team Development Model
From a personal perspective, I will use the forming, storming, norming, performing, and adjourning model of team development. Wright (2013) indicates that Bruce Tuckman developed this team development model and maintained that the five stages were important for team growth. Also, the phases can enable teams to face up to problems, to tackle and solve problems, to plan work, as well as to deliver results. During the forming stage, members get acquainted with one another and understand the scope of a project. They establish ground rules by finding out acceptable behaviors with respect to interpersonal relations and the project. The storming phase is marked with high level of internal conflict while the norming stage is characterized by close relationship development and group cohesiveness. Performing stage is associated with fully functional and acceptable team that aims to accomplish project goals. During adjourning phase, a team prepares for its disbandment.
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Models of Team Development
5 Stages of Team Development
Forming
Storming
Norming
Performing
Adjourning
The Forming Phase, this is the initial phase. Teammates are introduced and take the time to understand the scope of the project they are undertaking. During this phase, ground rules are established, and acceptable behaviors are found. The Storming Phase, the second phase is known as the Storming Phase. This phase marks when defined roles are established for each team members. This phase is marked with a high level of internal conflict. The Norming Phase, the third phase in series is called the Norming Phase. During the Norming phase, the team is characterized by developing close relationships and working towards group cohesiveness. The Performing Phase, the fourth phase is the Performing Phase. The Performing phase is associated with the team being fully acceptable and functional to accomplish any goals within the project. The Adjourning Phase, the final stage in this model is the Adjourning Phase. In this final phase, a team prepares for adjourning or disbandment. If a team is able to form, storm, norm, and perform in the ways identified above, they are sure to benefit immensely and grow as a unit.
2
Preparation for the Team
First, I will establish ground rules for the team’s operations. To be effective, team members must be clear about how they work together. A team must have a common identity, share same values, goals, plus objectives. Great communication skills are required to instill that each member of the team is well informed. Ground rules will provide guidance for needed behaviors and expectations. Once the ground rules have been established and agreed upon, a team will define each member’s roles and responsibilities. Decision making is also an important aspect of teamwork. With this in mind, team members will determine decision making process and conflict resolution approach. Moreover, I will outline the tea ...
Required ResourcesTextLondon, M., & Mone, E. (2012).Leadership.docx
Required Resources
Text
London, M., & Mone, E. (2012).Leadership for today and the future [Electronic version]. Retrieved from https://content.ashford.edu/
· Chapter 5: Leader Organization - attached
Recommended Resources
Articles
Gavetti, G. (2011). The new psychology of strategic leadership. Harvard Business Review, 89(7/8)118-125. Retrieved from https://hbr.org/
Prokesch, S. (2009). How GE teaches teams to lead change. Harvard Business Review, 87(1) 99-106. Retrieved from https://hbr.org/
Welter, C. (2014). Leadership lesson: Keeping strategic focus in a changing environment. (Links to an external site.)Links to an external site.Forbes. Retrieved from http://www.forbes.com/sites/johnkotter/2014/04/14/leadership-lesson-keeping-strategic-focus-in-a-changing-environment/
Each part must be a minimum of 250 words
Part 1:
Leading Organizational Change
As this week’s material points out, we are living in times of immense change. One of the essential tasks of an organization’s leadership is to lead organizations in a way that ensures that the entire organization is committed to the change and that support mechanisms are in place to sustain change. Research several online industries that are currently stressed by changing marketplaces and demographics: the newspaper and publishing Industries, entertainment media outlets, brick and mortar retail, and even campus bookstores.
· Choose an organization within one of the industries listed above, or one of your own choosing that is currently impacted by a changing marketplace.
· How would you apply Kotter’s eights steps toward leading change within that organization?
· Provide examples of the desired outcomes and support mechanisms you would utilize.
Cite your sources appropriately to include the recommended readings and the textbook.
Part 2:
Adaptive Leadership
Adaptive work is accomplished by finding a solution to seemingly intractable problems facing leaders; the solution is neither technical, nor obvious. As the material illustrates, leaders must motivate organization members to face demanding situations that arise from the organization’s own culture and values. Using the organization you chose within this week’s first discussion, analyze an adaptive challenge facing this organization.
· Describe the adaptive work that needs to be accomplished.
· Analyze your approach to resolving the problem. Be certain to include questions that would arise, and what trade-offs may be required in your analysis.
· Describe the desired outcome.
Cite your sources appropriately to include the recommended readings and the textbook.
4/10/2018 Print
https://content.ashford.edu/print/London.2728.16.1?sections=ch05,ch05introduction,sec5.1,sec5.2,sec5.3,sec5.4,sec5.5,sec5.6,sec5.7,ch05summary&content=conten
5 Leading Organizations
Learning Objectives
After reading this chapter, you should be able to
Explain three areas of focus for organization leaders: ef�iciency and process reliability, adaptation
and innov ...
Management1.6
This document provides an overview of key management topics including leadership, decision making, organizational culture and design, planning, motivation, controlling, and ethics. It discusses different leadership styles and organizational structures. It also outlines the steps in decision making, planning, and control processes. Different theories of motivation and types of ethics in management decision making are also summarized.
Post #1Employee empowerment has allowed organizations to have qu.docx
Post #1
Employee empowerment has allowed organizations to have quicker response times to customers for resolutions, but my thoughts of this quick solution being beneficial shifted as I read Senge’s studies. “Today, many executives are articulating a new philosophy revolving around ‘empowering people.’ But few organizations are working hard to introduce tools and methods to actually help people to make more intelligent decisions, especially decisions that improve systemwide performance” (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 40). It is important for organizations to consider the impact of the training systems, as well as how to evaluate their effectiveness. Without the proper ‘tools’ it is difficult for employees to make decisions that are best for both the business and the customer. This also makes it difficult for leaders to be confident in backing their employees decisions or in holding them accountable to the decisions made when effective learning systems were not developed prior to training. “Once we learn to distinguish our assumptions from the ‘data’ upon which those assumptions are based, we are forever more aware of our own thinking” (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 43).
“Motivation also appears to be an important correlate of leadership” (Vidic, Burton, South, Pickering, & Start, 2016). By utilizing the teachings of each section and putting them into practice within real life situations I can support my learning while also utilizing success stories of the implementation of my practices of the materials to share with the class for discussions. Many of the teachings discussed in this week’s material would work for the current organization I work for. Senge mentions situations where employees are placed into quick training courses that only last a few days, but later the training is not reinforced or further developed upon. Organizations will then give up on the current training practices as they believe them not to be effective. In the organization I work for there is always change. Changes in culture, leadership, and even training styles. There is an opportunity to evaluate the importance of each change prior to implementation and utilize different metrics to evaluate success which could include quantity, but most importantly quality of the results with the success of the organization.
References
Senge, P., Kleiner, A., Roberts, C., Ross, R., & Smith, B. (1994). The fifth discipline fieldbook: strategies and tools for building a learning organization. New York: Doubleday.
Vidic, Z., Burton, D., South, G., Pickering, A. M., & Start, A. (2016). Emotional and Motivational Correlates of Leadership Styles: A Comprehensive Framework for Understanding Effective Leaders. Journal Of Leadership Studies, (3), 22. doi:10.1002/jls.21485
Post #2
I found it interesting how Kleiner, Roberts, Ross , Senge & Smith (1994) discussed team development as a learning organization. They note that team members “develop new skill.
Developing a Plan
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This document discusses organizations, management, and administration. It defines an organization as a social unit with people, common goals, and means to achieve those goals. Formal organizations have clear structures and rules while informal organizations grow spontaneously. The document also defines management as planning, organizing, and controlling to achieve goals through people. Administration is defined as implementing plans, policies, and programs. The key difference discussed is that management formulates policies while administration implements them. Educational management and administration are then defined as applying these processes to achieve educational goals through teaching, research, and extension work.
Total Quality Management
This lecture discusses employee involvement and motivation. It begins by defining employee involvement and how it relates to quality and productivity. It then discusses motivation theories by Maslow and Herzberg to understand employee motivation levels. Some key points made include that employee involvement requires understanding motivators like interesting work and growth opportunities. Effective teams, training, and recognition and reward systems can also increase employee motivation. The lecture advocates for employee participation in decision making to improve commitment, communication, and idea generation within an organization.
behavioural science groups
Teams can be formal or informal. Formal teams are created by management to perform assigned duties, while informal teams arise spontaneously from social interactions between individuals. There are five stages of team formation: forming, storming, norming, performing, and adjourning. A team's effectiveness depends on factors like its design, processes, environment, and ability to achieve goals and meet member needs. Common types of teams include problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams. The project life cycle involves initiation, planning, execution, and closure/evaluation phases to define requirements, create management plans, build deliverables, and review outcomes.
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The listening section includes matching job descriptions to roles like SEO consulting, social media consulting, and app development. It also involves identifying true and false statements about managing an online business reputation.
The reading discusses digital skills needed for entrepreneurship like communication, leadership, networking, and using social media. It emphasizes developing a personal brand and using platforms like blogs and newsletters to establish influence. The exercises that follow test comprehension of the content.
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Chapter 1 Quiz
- 1. Sagada National High School SENIOR HIGH SCHOOL – ACCOUNTANCY, BUSINESS AND MANAGEMENT Patay, Sagada, Mountain Province S.Y. 2019 - 2020 First Semester Chapter Quiz: Nature and Concept of Management July 08, 2019 Family Name Given Name Middle Initial A. Matching Type: Read the following information in Column A and match it with the word that is being referred in column B.Write the letter of your correct answer beside the number. “Parang pag-ibig yan, dapat pilihin ang the right one”. Column A Column B 1.Is the process ofcoordinating and overseeingthe work performance of individuals working together in organization, so that they could efficiently accomplish their chosen aims or goals. a. Leading 2. It is also defined as the process of designing and _______________________ an environment for efficiently accomplishing selected aims. b. Effectiveness 3. Involves evaluating and, ifnecessary,correcting the performance of the individuals or work groups or teams to ensure that they are all working toward the previously setgoals and plans ofthe organization. c. Staffing 4. Entails influencing or motivating subordinates to do their best so that they would be able to help the organization’s endeavor to attain their set goals. d. Management 5. Indicates filling in the different job positions in the organization’s structure. e. Organizing 6. Demands assigning tasks, setting aside funds, and bringing harmonious relations among the individuals andwork groupsor teams in the organization. f. Maintaining 7. Being adapted to produce an effect that will help the organization attain it aims. g. Coordination 8. Harmonious, integrated action of the various parts and processesof an organization. h. Efficiency 9. The character of being able to yield the maximum output from a minimum amount of input. i. Planning 10. Involves determining the organization’s goals or performance objectives,defining strategic actions that must be done to accomplish them, and developing coordination and integration activities. j. Controlling
- 2. B. MODIFIED TRUE OR FALSE Write the word TRUE if the underlineword or words from the statement is correct or true; and if the underline word or words from the statement is FALSE write the right word to correct the statement. “Parangpag-ibigyan,kailangangmagpaka-TRUEsafeelingsmo sakanya.Ayaw niya kasi ngFALSE– feeling”. _________________________ 1. Evolution is usually defined as slow stages of growth and development, starting from simple forms to more complex forms. (evolution, improvement, conduct) _________________________2. Scientific Management Theory makes use of the step by step, scientific method for finding the single bestway for doinga job. (work method, conductof people at work, statistical method) ________________________3. ORGANIZATIONAL BEHAVIOR (OB) Approach involves the study of the conduct, demeanor, or action of people at work. Feasibility on behavior helps managers carry out their functions – leading, team building, resolving conflict, and others. (Statistic, Research, Scientific Study) ________________________4. Ceasedependence onmassinspection by doing thingsrightanddoingitright the first day. (Training, Philosophy, Time) ________________________5. Develop processes which are able to produce thoseproduct features. (label, name, image) ________________________6. Weber, a German sociologist wrote in the early 1900s that ideal organizations, especially large ones, must have despotic structures and coordination with others based on what he referred to as bureaucracy. Present-day organizations still have use of Weber’s structural design. (democratic, authority, legal). _______________________7. A managerengagedin managementactivities such as supervising,sustaining, upholding,andassuringresponsibilities for the work of othersin his/her work group,team, department,on the organization in general. (specific, time-bound, detailed) ______________________8. The general or strategic managers who focus on detailed-term organizational concerns and emphasize the organization’s stability, development, progress, and overall efficiency and effectiveness. (specific-term, contract-term, long-term) ______________________9. Top-Level managers (Corporate Managers). Examples are the Chief Executive Officers (CEOs), chief operating officers (COOs), Presidents, and Vice Presidents in big corporations; they have authority over all other human resources of their organization. (Middle-Level Managers, Lower-Level Managers, Department Managers) _____________________10. Fayol’s believed that management is an activity that all organizations must practice andviewed it as separatefrom allother effortless activitiessuchasmarketing,finance, researchand development and others. (management activities, organizational activities, team-building activities)