Hs300 m4 2 span of control
•Download as PPTX, PDF•
0 likes•36 views
This document discusses span of control and its relationship to organizational structure. Span of control refers to the number of subordinates reporting to a given manager. A narrow span of control results in a tall organizational structure with few subordinates per manager and many levels, while a wide span of control creates a flat structure with more subordinates reporting to each manager. Both narrow and wide spans have advantages and disadvantages related to control, communication, decision making, motivation and costs. Factors like the nature of work and capacity of managers and subordinates influence the appropriate span of control.
Report
Share
Report
Share
Recommended
Span of control
The document discusses span of control, which refers to the number of subordinates that report directly to a single manager. A narrow span of control involves fewer subordinates per manager, resulting in a taller organizational structure with many levels, while a wide span involves more subordinates per manager and a flatter structure. The appropriate span depends on factors like the nature of work and employees' competence. A narrow span allows for clearer communication but is more expensive, while a wide span enables faster decision-making and reduced costs but risks oversight issues.
span of control, centralization, decentralization
Span of control refers to the number of subordinates a manager can effectively oversee. A narrow span of control means a manager oversees few subordinates, resulting in a tall organizational structure. A wide span of control means a manager oversees many subordinates, resulting in a flat structure. Centralization concentrates decision-making authority at the top levels of management, while decentralization delegates authority to lower levels of management. Centralization allows for coordination and leadership from the top but slows decision-making, while decentralization facilitates faster decision-making but distributes power throughout the organization.
Span of management & deligation of authority
This document is a student assignment on the topics of span of management and delegation of authorities. It was written by Navneet Chandra, a student in the BBA program at BIT Mesra Patna Campus. The assignment defines span of management as the number of subordinates a manager can effectively oversee. It discusses factors that determine span, and describes wide and narrow spans of management. The assignment also defines delegation of authority as dividing authority downward, and lists factors that influence delegation of authorities, such as a company's history, availability of capable people, and environmental factors.
Span of management
The document discusses span of management, which refers to the number of subordinates a manager can effectively oversee. An appropriate span allows for better supervision, increased efficiency, good relations, and strong communication. It is influenced by factors like the nature of work, communication techniques, trust in subordinates, and subordinates' capacity. Span can be wide, with managers overseeing many subordinates in a flat structure, or narrow with fewer subordinates in a tall structure. Wider spans have economic benefits but can reduce performance quality, while narrow spans allow closer control but increase costs.
Delegation
The document discusses the chain of command, leadership triad of responsibility, authority, and accountability. It defines the chain of command as establishing hierarchical relationships and responsibilities within an organization. The leadership triad emphasizes that with responsibility comes authority, and both responsibility and authority come with accountability. Responsibility cannot be transferred, only delegated. Effective delegation involves clearly communicating expectations and providing subordinates with authority and support.
Span of management
The span of management refers to the optimal number of subordinates a manager can effectively oversee. If a manager's span is too large, they will not be able to control subordinates adequately, but if their span is too small, the manager's time and abilities will not be fully utilized. An effective span of management balances allowing a manager to reasonably provide guidance to subordinates without being overwhelmed.
Management
The document discusses various concepts related to organizational management structures including span of management, departmentalization, authority and responsibility, delegation and decentralization, and line and staff relationships. Specifically, it defines span of management as the number of subordinates that can be effectively managed by a single manager. It notes that factors like the capacity of supervisors and subordinates, communication techniques, and the nature of work can impact the span of management. The document also differentiates between types of departmentalization, authority and responsibility, and line and staff functions within an organization.
Span of management Meaning, Graicuna's theory or types of span, Factors affec...
span of management means number of people managed efficiently by a single officer in an organization. If the officer is talented he will be provided with more personnel.
Recommended
Span of control
The document discusses span of control, which refers to the number of subordinates that report directly to a single manager. A narrow span of control involves fewer subordinates per manager, resulting in a taller organizational structure with many levels, while a wide span involves more subordinates per manager and a flatter structure. The appropriate span depends on factors like the nature of work and employees' competence. A narrow span allows for clearer communication but is more expensive, while a wide span enables faster decision-making and reduced costs but risks oversight issues.
span of control, centralization, decentralization
Span of control refers to the number of subordinates a manager can effectively oversee. A narrow span of control means a manager oversees few subordinates, resulting in a tall organizational structure. A wide span of control means a manager oversees many subordinates, resulting in a flat structure. Centralization concentrates decision-making authority at the top levels of management, while decentralization delegates authority to lower levels of management. Centralization allows for coordination and leadership from the top but slows decision-making, while decentralization facilitates faster decision-making but distributes power throughout the organization.
Span of management & deligation of authority
This document is a student assignment on the topics of span of management and delegation of authorities. It was written by Navneet Chandra, a student in the BBA program at BIT Mesra Patna Campus. The assignment defines span of management as the number of subordinates a manager can effectively oversee. It discusses factors that determine span, and describes wide and narrow spans of management. The assignment also defines delegation of authority as dividing authority downward, and lists factors that influence delegation of authorities, such as a company's history, availability of capable people, and environmental factors.
Span of management
The document discusses span of management, which refers to the number of subordinates a manager can effectively oversee. An appropriate span allows for better supervision, increased efficiency, good relations, and strong communication. It is influenced by factors like the nature of work, communication techniques, trust in subordinates, and subordinates' capacity. Span can be wide, with managers overseeing many subordinates in a flat structure, or narrow with fewer subordinates in a tall structure. Wider spans have economic benefits but can reduce performance quality, while narrow spans allow closer control but increase costs.
Delegation
The document discusses the chain of command, leadership triad of responsibility, authority, and accountability. It defines the chain of command as establishing hierarchical relationships and responsibilities within an organization. The leadership triad emphasizes that with responsibility comes authority, and both responsibility and authority come with accountability. Responsibility cannot be transferred, only delegated. Effective delegation involves clearly communicating expectations and providing subordinates with authority and support.
Span of management
The span of management refers to the optimal number of subordinates a manager can effectively oversee. If a manager's span is too large, they will not be able to control subordinates adequately, but if their span is too small, the manager's time and abilities will not be fully utilized. An effective span of management balances allowing a manager to reasonably provide guidance to subordinates without being overwhelmed.
Management
The document discusses various concepts related to organizational management structures including span of management, departmentalization, authority and responsibility, delegation and decentralization, and line and staff relationships. Specifically, it defines span of management as the number of subordinates that can be effectively managed by a single manager. It notes that factors like the capacity of supervisors and subordinates, communication techniques, and the nature of work can impact the span of management. The document also differentiates between types of departmentalization, authority and responsibility, and line and staff functions within an organization.
Span of management Meaning, Graicuna's theory or types of span, Factors affec...
span of management means number of people managed efficiently by a single officer in an organization. If the officer is talented he will be provided with more personnel.
Span of Management (Span of Control)
Span of management can also named as span of control, span of authority, span of responsibility or span of supervision
A sound organization depends upon the effective performance of work by executives
AUTORITY
Organizing refers to how resources are deployed to achieve strategic goals through division of labor, formal lines of authority, and coordination mechanisms. Authority is the legitimate right of managers to make decisions and issue orders in order to allocate resources to desired organizational outcomes. There are different types of authority including line authority over subordinates, staff authority in specialized areas, and functional authority within a function. Responsibility is the duty to perform assigned tasks, and managers are given authority commensurate with responsibility. Accountability ensures authority and responsibility are aligned through reporting and justifying outcomes. Delegation allows managers to transfer authority and responsibility using techniques like thorough instructions, feedback, evaluation, and selecting the right person. The chain of command shows reporting lines through an
Span of management
Span of management refers to the number of subordinates that can be effectively managed by a superior. It influences the complexity of a manager's job and determines organizational structure. Classical writers suggested an ideal span of 3 to 8 subordinates. More recently, Graicunas developed mathematical formulas to calculate relationships within spans of management based on the number of subordinates. The ideal span can vary based on factors like job complexity, employee abilities, and use of support staff. In general, managers should have neither too many nor too few direct reports.
Line and staff decentralasation
This document discusses the concepts of line and staff authority relationships in organizations. It defines line functions as those directly responsible for achieving objectives, while staff functions support the line. There is sometimes confusion between line and staff due to differing authority relationships within roles. The document also covers delegation of authority through decentralization. Key principles of delegation discussed include unity of command, absoluteness of responsibility, and parity between authority and responsibility. Factors like decision cost and uniformity determine the appropriate level of decentralization.
Management 9 chapter Organizational Structure & Design
The document discusses different types of organizational structures and designs. It defines key concepts like organizational structure, departmentalization, chain of command, centralization, and decentralization. It describes traditional structures like simple and functional structures as well as contemporary structures like team, matrix, and boundaryless organizations. Contingency factors that influence structural decisions are strategy, size, technology, and environmental uncertainty. The optimal structure depends on these contingency factors and the organization's goals.
STAFF AUTHORITY, EMPOWERMENT, AND DECENTRALIZATION
This document discusses different types of authority in organizations, including line authority, staff authority, and functional authority. It also covers empowerment, decentralization of authority, and delegation. The key points are: line authority flows down the chain of command; staff authority allows advisors to provide technical assistance but not make final decisions; decentralization distributes decision-making authority to lower levels; and delegation involves transferring authority from superiors to subordinates. The document also notes advantages and disadvantages of decentralization.
Power & delegation
The document discusses different types of organizational structures and concepts of power and authority. It describes line structure as having a direct line of command from top to bottom, suitable for small firms. Line and staff structure adds staff departments for support while functional structure divides the organization into specialized functions or departments. The sources of power are described as positional, referent, expert, reward and coercive power. Delegation and decentralization are meant to relieve top management while ensuring accountability.
THE ORAGANIZING FUNCTION
This document discusses organizational structure and design. It begins by defining key terms like organization, principles of organization, and activities and resources within an organization. It then covers topics like division of work, coordination, authority and responsibility. It discusses tall versus flat organizational structures and different types of horizontal differentiation like functional, multidivisional, geographic and matrix structures. The document also covers responsibility, delegation of authority, centralization versus decentralization, and human resource management functions.
Ch.3 b.principles of organization
This document discusses principles of organization management, including authority and responsibility, span of control, effective delegation, balance and flexibility in organizations, communication, and centralized vs decentralized structures. It provides definitions and explanations of these key concepts, along with factors that influence them. The document is presented by Mr. J.B. Shirote and covers topics relevant to managing organizations effectively.
Ch07
The document discusses several key concepts related to organizing and organization structure:
1. Organizing involves deploying organizational resources to achieve strategic goals through division of labor and coordination of tasks through formal lines of authority.
2. Organization structure includes the formal tasks assigned to roles, formal reporting relationships, and systems to coordinate employees across departments.
3. Span of control refers to the number of employees reporting to a supervisor, which determines whether an organization's structure is tall versus flat. Wider spans of control and fewer hierarchical levels result in a flatter structure.
Advantages of Line And Staff Structure Organization | Management
Line and Staff Organization is a continuation of the line organization and it is far more of a complex structure than the original line structure. According to this type of organization structure, supportive and specialised activities are provided by appointed staff supervisors Copy the link given below and paste it in new browser window to get more information on Advantages of Line And Staff Structure Organization:- http://www.transtutors.com/homework-help/industrial-management/organization/advantages-of-line-and-staff-structure-organization.aspx
Application assignment, CMGT500
The document summarizes an interview with a senior registered nurse at a Southern California hospital about the administrative structure and its effectiveness. Vertical linkages are discussed as how communication flows from top administrators to lower levels. Hospitals are described as having matrix qualities with division managers having authority within their units as well as organization-wide, allowing flexibility to meet various demands.
Application assignment
The document summarizes an interview with a senior registered nurse at a Southern California hospital about the administrative structure and its effectiveness. Vertical linkages are discussed as how communication flows from top administrators to lower levels. The hospital is described as having some matrix qualities in how different divisions are organized under both functional and divisional managers.
Bbpp1103 t2
This document discusses organizational structure and design. It begins by defining organizational structure as how job duties and communication channels are formally grouped and coordinated. Four main factors that influence structure are then examined: organizational strategy, size, technology, and environment. The document also identifies and compares different types of departmentalization including functional, product, customer, geographic, and matrix structures. Additional topics covered include authority, centralization vs decentralization, work design approaches, and emerging organizational designs like team and modular structures.
Organizing
This document discusses key concepts in organizational structure and design. It outlines various ways to group activities within an organization, including by function, product, area, client, and other criteria. It also describes the characteristics of organizational structures like hierarchies and span of control. Classical principles of organization are presented, such as unity of command, parity of authority and responsibility, and specialization. The value of formal structures is noted as providing efficiency, clarity, and reducing gaps.
Span of control & Chain of command
What are the basics that an Organization needs to know about Span of Control & Chain of Command while devising its Organizational Structure ?
Span OF Management
The document discusses Graicunas theory on span of management. Graicunas proposed a formula to determine the optimal number of subordinates a manager can manage based on the relationships that need to be managed. There are three types of relationships - direct single, direct group, and cross relationships. The total number of relationships increases geometrically with each additional subordinate. According to Graicunas' formula, the span of control is optimal when a manager can effectively manage the direct, group, and cross relationships between themselves and their subordinates. Factors like the nature of work, skills of subordinates, time availability, and control mechanisms also influence the ideal span of management.
Span of management
span of control in management
span of control formula
management span of control mckinsey
management span of control guidelines
span of control best practices
span of control ratio
manager span of control benchmark
examples of span of management
span of control formula
span of control guidelines
narrow span of control
types of span of control
span of control theory
what is span of management
average span of control ratio
span of control best practices
types of span of control
wide vs narrow span of control
management span of control guidelines
span of control formula
span of control in management
span of control benchmarks
span of control best practices
span of control ratio
FORMAL & INFORMAL ORGANIZATION.pptx
Organization is the backbone of management. Sound organization contributes greatly towards continuity & success of the organization.
Organizing is the process of integrating the physical, financial & human resources & establishing the productive relationship across them to accomplish the pre-determined goals.
It is concerned with the building up a stable framework or structure of various inter-related parts of the enterprise; each part having its own function & being centrally regulated.
Basic principles of organizing: Achievement of Goal
Division of work
Well defined jobs & Authority
Discipline
Co-ordination
Security & support
Better Human Relation
Adaptability
Formal organization consists of pre defined goal & well defined structure of the jobs having clear cut authority & responsibility.
It is based on basic rules, regulations, principles & practices where employees accomplish their task & achieve the goal of the organization.
In formal organization each & every employee is responsible for his/her own task & performance.
Examples: Production house & Service sectors
Informal organization values both personal & social relationship which is spontaneously established within the formal set up.
There is not any strict rules & regulations, but there is high scope of liberty & feelings.
The relationships are voluntary based on emotional set up. Therefore, no conscious effort is required to hold the relations.
Examples: friendship group.
Both formal & informal organizations play very vital role in organizational set up. Formal organizations work independently & informal organizations depend upon formal organizations.
Line organization is the most oldest & simplest form of administrative organization.
Line organization is also known as scalar organization as authority flows from top to bottom.
There is the line officer who has unified control and independent decision making power in their field.
Specialized or supportive services do not take place in line organizations.
There is also inadequate communication & some times lack of proper co-ordination due to one way communication.
Example: President, Vice President, Supervisor & Employees.
Line & Staff organization is a modification of the line organization & it is more complex than the pure line organization.
In this kind of organization, line officers & staff officers (Generalists & Specialists) work together. Line officers plan & execute the work whereas staff officers play advisory role.
Power of command remains with the line executives & staff serves only as counselors who reduce the burden of the line managers & help to take quick decision.
Centralization refers to the process in which organizations take decisions & plan. The decision making power is retained in the hand of the head of the organization & all other employees have to obey this.
Decentralization is just the opposite of centralization. It refers to delegation of decision making authority through out an organization.
Management functions in organization
The document discusses key concepts related to organizing, including:
- Organizing involves defining roles, jobs, and coordinating authority and responsibility to accomplish objectives efficiently.
- Organizational structures establish formal lines of authority and allocate resources through the division of labor and coordination of tasks.
- The chain of command defines reporting relationships through a clear line of authority from top managers down to all employees.
Organizing
This document discusses the concepts and principles of organizing. It defines organizing as arranging work, authority, and resources to achieve goals. The key aspects covered include:
1. Identifying activities and grouping them, assigning jobs to formal groups, and establishing networks of authority and responsibility.
2. Dividing work, delegating authority, and coordinating activities based on principles like unity of command, span of control, and efficiency.
3. Discussing organizational structures like functional, multidivisional, geographic and matrix structures and their characteristics.
4. Explaining concepts of authority, responsibility, centralization, decentralization, and the human resource management process.
Organizing
This document discusses the process of organizing within organizations. It covers key topics such as identifying activities, grouping activities, and assigning jobs. It also discusses principles of organizing like division of work and coordination. Different types of organizational structures are outlined like functional, multidivisional, geographic, and matrix structures. The document also discusses concepts like centralization vs decentralization, delegation of authority, line and staff authority, and human resource management functions.
More Related Content
What's hot
Span of Management (Span of Control)
Span of management can also named as span of control, span of authority, span of responsibility or span of supervision
A sound organization depends upon the effective performance of work by executives
AUTORITY
Organizing refers to how resources are deployed to achieve strategic goals through division of labor, formal lines of authority, and coordination mechanisms. Authority is the legitimate right of managers to make decisions and issue orders in order to allocate resources to desired organizational outcomes. There are different types of authority including line authority over subordinates, staff authority in specialized areas, and functional authority within a function. Responsibility is the duty to perform assigned tasks, and managers are given authority commensurate with responsibility. Accountability ensures authority and responsibility are aligned through reporting and justifying outcomes. Delegation allows managers to transfer authority and responsibility using techniques like thorough instructions, feedback, evaluation, and selecting the right person. The chain of command shows reporting lines through an
Span of management
Span of management refers to the number of subordinates that can be effectively managed by a superior. It influences the complexity of a manager's job and determines organizational structure. Classical writers suggested an ideal span of 3 to 8 subordinates. More recently, Graicunas developed mathematical formulas to calculate relationships within spans of management based on the number of subordinates. The ideal span can vary based on factors like job complexity, employee abilities, and use of support staff. In general, managers should have neither too many nor too few direct reports.
Line and staff decentralasation
This document discusses the concepts of line and staff authority relationships in organizations. It defines line functions as those directly responsible for achieving objectives, while staff functions support the line. There is sometimes confusion between line and staff due to differing authority relationships within roles. The document also covers delegation of authority through decentralization. Key principles of delegation discussed include unity of command, absoluteness of responsibility, and parity between authority and responsibility. Factors like decision cost and uniformity determine the appropriate level of decentralization.
Management 9 chapter Organizational Structure & Design
The document discusses different types of organizational structures and designs. It defines key concepts like organizational structure, departmentalization, chain of command, centralization, and decentralization. It describes traditional structures like simple and functional structures as well as contemporary structures like team, matrix, and boundaryless organizations. Contingency factors that influence structural decisions are strategy, size, technology, and environmental uncertainty. The optimal structure depends on these contingency factors and the organization's goals.
STAFF AUTHORITY, EMPOWERMENT, AND DECENTRALIZATION
This document discusses different types of authority in organizations, including line authority, staff authority, and functional authority. It also covers empowerment, decentralization of authority, and delegation. The key points are: line authority flows down the chain of command; staff authority allows advisors to provide technical assistance but not make final decisions; decentralization distributes decision-making authority to lower levels; and delegation involves transferring authority from superiors to subordinates. The document also notes advantages and disadvantages of decentralization.
Power & delegation
The document discusses different types of organizational structures and concepts of power and authority. It describes line structure as having a direct line of command from top to bottom, suitable for small firms. Line and staff structure adds staff departments for support while functional structure divides the organization into specialized functions or departments. The sources of power are described as positional, referent, expert, reward and coercive power. Delegation and decentralization are meant to relieve top management while ensuring accountability.
THE ORAGANIZING FUNCTION
This document discusses organizational structure and design. It begins by defining key terms like organization, principles of organization, and activities and resources within an organization. It then covers topics like division of work, coordination, authority and responsibility. It discusses tall versus flat organizational structures and different types of horizontal differentiation like functional, multidivisional, geographic and matrix structures. The document also covers responsibility, delegation of authority, centralization versus decentralization, and human resource management functions.
Ch.3 b.principles of organization
This document discusses principles of organization management, including authority and responsibility, span of control, effective delegation, balance and flexibility in organizations, communication, and centralized vs decentralized structures. It provides definitions and explanations of these key concepts, along with factors that influence them. The document is presented by Mr. J.B. Shirote and covers topics relevant to managing organizations effectively.
Ch07
The document discusses several key concepts related to organizing and organization structure:
1. Organizing involves deploying organizational resources to achieve strategic goals through division of labor and coordination of tasks through formal lines of authority.
2. Organization structure includes the formal tasks assigned to roles, formal reporting relationships, and systems to coordinate employees across departments.
3. Span of control refers to the number of employees reporting to a supervisor, which determines whether an organization's structure is tall versus flat. Wider spans of control and fewer hierarchical levels result in a flatter structure.
Advantages of Line And Staff Structure Organization | Management
Line and Staff Organization is a continuation of the line organization and it is far more of a complex structure than the original line structure. According to this type of organization structure, supportive and specialised activities are provided by appointed staff supervisors Copy the link given below and paste it in new browser window to get more information on Advantages of Line And Staff Structure Organization:- http://www.transtutors.com/homework-help/industrial-management/organization/advantages-of-line-and-staff-structure-organization.aspx
Application assignment, CMGT500
The document summarizes an interview with a senior registered nurse at a Southern California hospital about the administrative structure and its effectiveness. Vertical linkages are discussed as how communication flows from top administrators to lower levels. Hospitals are described as having matrix qualities with division managers having authority within their units as well as organization-wide, allowing flexibility to meet various demands.
Application assignment
The document summarizes an interview with a senior registered nurse at a Southern California hospital about the administrative structure and its effectiveness. Vertical linkages are discussed as how communication flows from top administrators to lower levels. The hospital is described as having some matrix qualities in how different divisions are organized under both functional and divisional managers.
Bbpp1103 t2
This document discusses organizational structure and design. It begins by defining organizational structure as how job duties and communication channels are formally grouped and coordinated. Four main factors that influence structure are then examined: organizational strategy, size, technology, and environment. The document also identifies and compares different types of departmentalization including functional, product, customer, geographic, and matrix structures. Additional topics covered include authority, centralization vs decentralization, work design approaches, and emerging organizational designs like team and modular structures.
Organizing
This document discusses key concepts in organizational structure and design. It outlines various ways to group activities within an organization, including by function, product, area, client, and other criteria. It also describes the characteristics of organizational structures like hierarchies and span of control. Classical principles of organization are presented, such as unity of command, parity of authority and responsibility, and specialization. The value of formal structures is noted as providing efficiency, clarity, and reducing gaps.
What's hot (15)
Management 9 chapter Organizational Structure & Design
Management 9 chapter Organizational Structure & Design
STAFF AUTHORITY, EMPOWERMENT, AND DECENTRALIZATION
STAFF AUTHORITY, EMPOWERMENT, AND DECENTRALIZATION
Advantages of Line And Staff Structure Organization | Management
Advantages of Line And Staff Structure Organization | Management
Similar to Hs300 m4 2 span of control
Span of control & Chain of command
What are the basics that an Organization needs to know about Span of Control & Chain of Command while devising its Organizational Structure ?
Span OF Management
The document discusses Graicunas theory on span of management. Graicunas proposed a formula to determine the optimal number of subordinates a manager can manage based on the relationships that need to be managed. There are three types of relationships - direct single, direct group, and cross relationships. The total number of relationships increases geometrically with each additional subordinate. According to Graicunas' formula, the span of control is optimal when a manager can effectively manage the direct, group, and cross relationships between themselves and their subordinates. Factors like the nature of work, skills of subordinates, time availability, and control mechanisms also influence the ideal span of management.
Span of management
span of control in management
span of control formula
management span of control mckinsey
management span of control guidelines
span of control best practices
span of control ratio
manager span of control benchmark
examples of span of management
span of control formula
span of control guidelines
narrow span of control
types of span of control
span of control theory
what is span of management
average span of control ratio
span of control best practices
types of span of control
wide vs narrow span of control
management span of control guidelines
span of control formula
span of control in management
span of control benchmarks
span of control best practices
span of control ratio
FORMAL & INFORMAL ORGANIZATION.pptx
Organization is the backbone of management. Sound organization contributes greatly towards continuity & success of the organization.
Organizing is the process of integrating the physical, financial & human resources & establishing the productive relationship across them to accomplish the pre-determined goals.
It is concerned with the building up a stable framework or structure of various inter-related parts of the enterprise; each part having its own function & being centrally regulated.
Basic principles of organizing: Achievement of Goal
Division of work
Well defined jobs & Authority
Discipline
Co-ordination
Security & support
Better Human Relation
Adaptability
Formal organization consists of pre defined goal & well defined structure of the jobs having clear cut authority & responsibility.
It is based on basic rules, regulations, principles & practices where employees accomplish their task & achieve the goal of the organization.
In formal organization each & every employee is responsible for his/her own task & performance.
Examples: Production house & Service sectors
Informal organization values both personal & social relationship which is spontaneously established within the formal set up.
There is not any strict rules & regulations, but there is high scope of liberty & feelings.
The relationships are voluntary based on emotional set up. Therefore, no conscious effort is required to hold the relations.
Examples: friendship group.
Both formal & informal organizations play very vital role in organizational set up. Formal organizations work independently & informal organizations depend upon formal organizations.
Line organization is the most oldest & simplest form of administrative organization.
Line organization is also known as scalar organization as authority flows from top to bottom.
There is the line officer who has unified control and independent decision making power in their field.
Specialized or supportive services do not take place in line organizations.
There is also inadequate communication & some times lack of proper co-ordination due to one way communication.
Example: President, Vice President, Supervisor & Employees.
Line & Staff organization is a modification of the line organization & it is more complex than the pure line organization.
In this kind of organization, line officers & staff officers (Generalists & Specialists) work together. Line officers plan & execute the work whereas staff officers play advisory role.
Power of command remains with the line executives & staff serves only as counselors who reduce the burden of the line managers & help to take quick decision.
Centralization refers to the process in which organizations take decisions & plan. The decision making power is retained in the hand of the head of the organization & all other employees have to obey this.
Decentralization is just the opposite of centralization. It refers to delegation of decision making authority through out an organization.
Management functions in organization
The document discusses key concepts related to organizing, including:
- Organizing involves defining roles, jobs, and coordinating authority and responsibility to accomplish objectives efficiently.
- Organizational structures establish formal lines of authority and allocate resources through the division of labor and coordination of tasks.
- The chain of command defines reporting relationships through a clear line of authority from top managers down to all employees.
Organizing
This document discusses the concepts and principles of organizing. It defines organizing as arranging work, authority, and resources to achieve goals. The key aspects covered include:
1. Identifying activities and grouping them, assigning jobs to formal groups, and establishing networks of authority and responsibility.
2. Dividing work, delegating authority, and coordinating activities based on principles like unity of command, span of control, and efficiency.
3. Discussing organizational structures like functional, multidivisional, geographic and matrix structures and their characteristics.
4. Explaining concepts of authority, responsibility, centralization, decentralization, and the human resource management process.
Organizing
This document discusses the process of organizing within organizations. It covers key topics such as identifying activities, grouping activities, and assigning jobs. It also discusses principles of organizing like division of work and coordination. Different types of organizational structures are outlined like functional, multidivisional, geographic, and matrix structures. The document also discusses concepts like centralization vs decentralization, delegation of authority, line and staff authority, and human resource management functions.
6.UNIT-II ORGANIZATION&DELEGATION.pptx
This document discusses key concepts related to organization and delegation. It defines organization as grouping activities to accomplish goals, assigning tasks to departments, and delegating authority. Organization involves establishing structure, including defining roles and responsibilities. There are different types of organizational structures such as tall/centralized versus flat/decentralized. Delegation is defined as assigning authority and responsibilities to subordinates. Effective delegation requires clear communication, monitoring, and establishing trust between managers and subordinates. Barriers to delegation can occur due to personal or situational factors.
Centralization and Decentralization and Span of Control
The document discusses centralization and decentralization of authority in organizations. Centralization refers to concentrating authority at higher levels of management where top managers make all decisions and lower levels simply follow directives. Decentralization means dispersing authority throughout the organization so that lower level employees can make decisions. Centralization allows for uniform policies but limits flexibility and creativity, while decentralization promotes initiative but relies on employee quality. The document also defines span of control as the number of subordinates reporting to a single manager, noting the optimal span depends on work complexity. Wider spans distribute management workload but narrower spans allow for closer supervision and attention to individual employees.
Span of control in Management Concepts
INTRODUCTION to span of Control, DEFINITION, FACTORS AFFECTING SPAN OF CONTROL, 1) The ability of officers, 2) Availability of time for supervision:, 3) Nature of work:, 4) Plans for the enterprise:, 5) Ability and efficiency of subordinates:, 6) Techniques of control, 7) Degree of decentralization, 8) Service of experts, TYPES OF SPAN OF CONTROL, Narrow span of control and Wide span of control, Advantages and Disadvantages of narrow span and wide span of control
Unit 3.pom
Organizing involves determining, grouping, and arranging activities to achieve objectives. It defines activities and establishes authority relationships through departmentalization based on functions. An organizational chart illustrates all positions and their formal reporting relationships. Centralization concentrates decision-making at higher levels while decentralization delegates authority lower down. Span of control refers to the number of employees a manager can effectively oversee. Authority is the right to perform tasks while responsibility is the obligation to do so. Both formal and informal organization structures exist within a company.
Group 2 BA700 Reporting.pdf
The document discusses organizational structure and its importance in helping an organization achieve its goals. An intentional structure involves designing roles and responsibilities to ensure key activities are completed and objectives achieved. The document then discusses different levels of management, including top, middle, and lower levels, and how the number of levels increases with organization size. It also discusses the span of control and types of authority, such as line and staff authority. Overall, the document provides an overview of key concepts related to organizational structure and management levels.
Organizing ppt class 12 business studies
Formal organization refers to the predefined structure and lines of authority established by management to achieve organizational goals. It has clearly defined positions, policies, and lines of responsibility and authority. While this provides stability and efficient goal accomplishment, it can also lead to delays, reduce creativity, and prioritize structure over human relationships. In contrast, informal organization emerges spontaneously from social interactions between employees based on personal relationships rather than formal rules. This can facilitate faster information sharing but may also spread rumors and not fully align with organizational objectives.
Organaisation structure
This document summarizes three common types of organizational structures: tall/centralized, flat/decentralized, and matrix.
A tall/centralized structure has many management levels with strict chains of command, allowing for close supervision but slowing communication and decision making. A flat/decentralized structure empowers employees with fewer management levels, enabling faster actions but potentially losing control. A matrix structure groups employees by both function and project, providing flexibility but also potential conflicts from dual reporting relationships.
Span of Control (Management)
This document discusses span of control and organizational structures. It defines span of control as the number of people reporting to a single manager. A narrow span of control means fewer subordinates per manager, creating a taller organizational structure with more management levels, while a wide span of control creates a flatter structure. Tall structures allow for close supervision but slower decision-making, while flat structures are less costly, allow faster communication and decisions, but with potentially looser control over subordinates. Wider spans of control are generally more cost-effective due to requiring fewer managers.
Organizational Structure
This document discusses organizational structure and provides definitions and examples of key concepts. It defines organizational structure as how a group is formed and how communication and authority are channeled. It then discusses the importance of organizational structure for clarifying roles and responsibilities. The document contrasts formal and informal structures and describes centralized and decentralized structures. It also defines organizational charts and discusses types of charts including vertical, horizontal, and circular charts. The key concepts of authority, responsibility, delegation, and accountability are defined.
Chapter+7,+function+of+management.pptx
This document discusses the key functions of management - planning, organizing, staffing, directing, and controlling. It provides details on the meaning, nature, and importance of each function. Additionally, it covers organizational structures like line, functional, and matrix structures. Some main points covered are:
- The five primary functions of management and what each involves.
- Planning involves developing forecasts, objectives, policies, and budgets to help manage objectives and offset uncertainty.
- Organizing involves identifying and grouping work, delegating responsibilities, and establishing relationships to enable effective teamwork.
- Staffing involves selecting, developing, and evaluating personnel to fill necessary roles in the organizational structure.
- Directing involves communicating roles
Span of Management.pptx
This document discusses the span of management, which refers to the number of subordinates that directly report to a manager. It outlines the principle of span of management, which states that there is a limit to how many subordinates one manager can effectively oversee. The document also describes different types of relationships within an organization and how the span of management varies based on organizational level. Finally, it lists several factors that influence the span of management, such as the capacity of superiors and subordinates, the nature of work, and communication techniques.
hierarchy.pptx
Hierarchy is an important principle for organizing units within an organization. It creates a system of superior and subordinate relationships from the top level of leadership down through successive levels of responsibility. This hierarchical structure integrates all units and individuals within the organization by establishing clear lines of communication and authority from top to bottom. While hierarchy provides unity of purpose, clear accountability, and decentralized decision making, it can also lead to rigidity and delays if not implemented properly.
Introduction To Business Organisations
This document discusses key concepts related to organizational structure and management. It defines an organization chart as showing the management structure, departments, job titles, reporting relationships, and number of employees reporting to each manager. Organization charts benefit customers, visitors, and employees by clarifying the size, structure, reporting lines, and contacts within a company. The document also compares tall vs flat organizational structures and how they differ in terms of span of control, decision-making speed, communication channels, and other factors. Common types of organizational change like growth, downsizing, delayering, and outsourcing are also outlined.
Similar to Hs300 m4 2 span of control (20)
Centralization and Decentralization and Span of Control
Centralization and Decentralization and Span of Control
More from SnehaTB
Hs300 m6 3 transactional & trnsaformational
This document summarizes different leadership styles: charismatic, transactional, and transformational. Charismatic leadership combines a leader's behaviors and characteristics to inspire followers through goal articulation, image building, role modeling values, and motivating followers. Transactional leadership focuses on an exchange between leaders and followers based on tasks and rewards. Transformational leadership transforms the environment and relationships within it by establishing trust, flexibility, and a vision while supporting followers' development.
Hs300 m5 2 manager inventory chart
The document discusses manager selection and job design. It provides an inventory chart to track managerial positions. It discusses determining managerial requirements, selecting candidates by matching qualifications to position needs, and designing jobs to motivate employees. Selection techniques include interviews, tests, and assessment centers. Desired manager characteristics include communication skills, integrity, and problem-solving abilities. The goal is to place the right managers in the right jobs.
Hs300 m5 3 effective organizing & culture
1. Effective planning is essential for organizing to avoid mistakes and ensure objectives are achieved. The structure should fit individual capabilities and future needs.
2. Maintaining flexibility through occasional reorganization allows the structure to adapt to changes in leadership, products, markets and other factors. Moderate and continuous readjustment prevents stagnation.
3. Leaders influence organizational culture through communicating their values, which guide employee behavior in working towards goals. Culture is stable but can change over long periods if values, symbols and behaviors are altered.
Hs300 m5 1 staffing
Staffing is the process of acquiring, deploying, and retaining a qualified workforce. It involves manpower planning, job analysis, recruitment and selection, training and development, and performance appraisal. The key objectives of staffing are to understand organizational functions, ensure the right people are in the right places, and address issues related to job analysis. Staffing is important for training, coordination, recruitment, developing human resources, optimizing resource use, enhancing corporate image, and job satisfaction. Effective delegation and decentralization of authority are important aspects of staffing but can be limited by lack of qualified managers, expense of training, and external forces.
Hs300 m4 1 organizing
The document discusses various concepts related to organizing as a management function. It defines organizing as assigning tasks, authority and responsibility through formal groups. The organizing process involves classifying work, designing work units, assigning tasks, and establishing coordination. Common organizational designs include functional, divisional, matrix, strategic business units, and virtual organizations. Departmentation involves grouping activities into units and can be done by function, product, geography, customer, or process. Line and staff authority represent the formal command structure and support roles in an organization respectively.
Hs300 m4 5 dm rational process
This document discusses rational decision making and its limitations. It notes that decisions must be made for the future which involves uncertainty. There are also limitations of information, time, and certainty that impact rational decision making. The ability to develop alternatives is important, as is recognizing limiting factors to select the best alternative. Once alternatives are identified, they must be evaluated using quantitative and qualitative factors through techniques like marginal analysis and cost-effectiveness analysis to select the optimal course of action. Common approaches to decision making include experience, experimentation, and research and analysis.
Power electronics by sneha(mod 5)
DC-DC converters, also known as dc choppers, are static devices that are used to obtain a variable dc voltage from a constant dc voltage source. Choppers are widely used in applications like trolley cars, battery operated vehicles, traction motor control, and controlling large numbers of dc motors. Choppers come in two types - step-down choppers, where the output voltage is less than the input voltage, and step-up choppers, where the output voltage is greater than the input voltage.
Hs300 m4 3 decision making
This document discusses different types of decision making processes. It begins by defining decision making as a 7 step process of identifying problems, gathering information, identifying alternatives, weighing evidence, choosing alternatives, taking action, and reviewing decisions.
It then describes 3 types of decisions - strategic decisions made by senior management that affect the entire organization, tactical decisions made by middle management to meet strategic objectives, and operational decisions made by junior management for day-to-day tasks.
The document also discusses decision making under certainty, uncertainty, and risk. Finally, it contrasts programmed decisions, which follow standard procedures, from non-programmed decisions, which are unique, ill-structured problems requiring judgment and creativity to solve.
More from SnehaTB (8)
Recently uploaded
AI for Legal Research with applications, tools
AI applications in legal research include rapid document analysis, case law review, and statute interpretation. AI-powered tools can sift through vast legal databases to find relevant precedents and citations, enhancing research accuracy and speed. They assist in legal writing by drafting and proofreading documents. Predictive analytics help foresee case outcomes based on historical data, aiding in strategic decision-making. AI also automates routine tasks like contract review and due diligence, freeing up lawyers to focus on complex legal issues. These applications make legal research more efficient, cost-effective, and accessible.
一比一原版(爱大毕业证书)爱荷华大学毕业证如何办理
原版一模一样【微信：741003700 】【(爱大毕业证书)爱荷华大学毕业证成绩单】【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
办理(爱大毕业证书)爱荷华大学毕业证【微信：741003700 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理(爱大毕业证书)爱荷华大学毕业证【微信：741003700 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理(爱大毕业证书)爱荷华大学毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理(爱大毕业证书)爱荷华大学毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
Prediction of Electrical Energy Efficiency Using Information on Consumer's Ac...
Energy efficiency has been important since the latter part of the last century. The main object of this survey is to determine the energy efficiency knowledge among consumers. Two separate districts in Bangladesh are selected to conduct the survey on households and showrooms about the energy and seller also. The survey uses the data to find some regression equations from which it is easy to predict energy efficiency knowledge. The data is analyzed and calculated based on five important criteria. The initial target was to find some factors that help predict a person's energy efficiency knowledge. From the survey, it is found that the energy efficiency awareness among the people of our country is very low. Relationships between household energy use behaviors are estimated using a unique dataset of about 40 households and 20 showrooms in Bangladesh's Chapainawabganj and Bagerhat districts. Knowledge of energy consumption and energy efficiency technology options is found to be associated with household use of energy conservation practices. Household characteristics also influence household energy use behavior. Younger household cohorts are more likely to adopt energy-efficient technologies and energy conservation practices and place primary importance on energy saving for environmental reasons. Education also influences attitudes toward energy conservation in Bangladesh. Low-education households indicate they primarily save electricity for the environment while high-education households indicate they are motivated by environmental concerns.
一比一原版(uofo毕业证书)美国俄勒冈大学毕业证如何办理
原版一模一样【微信：741003700 】【(uofo毕业证书)美国俄勒冈大学毕业证成绩单】【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
办理(uofo毕业证书)美国俄勒冈大学毕业证【微信：741003700 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理(uofo毕业证书)美国俄勒冈大学毕业证【微信：741003700 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理(uofo毕业证书)美国俄勒冈大学毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理(uofo毕业证书)美国俄勒冈大学毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
2008 BUILDING CONSTRUCTION Illustrated - Ching Chapter 08 Doors and Windows.pdf
2008 BUILDING CONSTRUCTION Illustrated - Ching Chapter 08 Doors and Windows
Optimizing Gradle Builds - Gradle DPE Tour Berlin 2024
Sinan from the Delivery Hero mobile infrastructure engineering team shares a deep dive into performance acceleration with Gradle build cache optimizations. Sinan shares their journey into solving complex build-cache problems that affect Gradle builds. By understanding the challenges and solutions found in our journey, we aim to demonstrate the possibilities for faster builds. The case study reveals how overlapping outputs and cache misconfigurations led to significant increases in build times, especially as the project scaled up with numerous modules using Paparazzi tests. The journey from diagnosing to defeating cache issues offers invaluable lessons on maintaining cache integrity without sacrificing functionality.
Embedded machine learning-based road conditions and driving behavior monitoring
Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
Redefining brain tumor segmentation: a cutting-edge convolutional neural netw...
Medical image analysis has witnessed significant advancements with deep learning techniques. In the domain of brain tumor segmentation, the ability to
precisely delineate tumor boundaries from magnetic resonance imaging (MRI)
scans holds profound implications for diagnosis. This study presents an ensemble convolutional neural network (CNN) with transfer learning, integrating
the state-of-the-art Deeplabv3+ architecture with the ResNet18 backbone. The
model is rigorously trained and evaluated, exhibiting remarkable performance
metrics, including an impressive global accuracy of 99.286%, a high-class accuracy of 82.191%, a mean intersection over union (IoU) of 79.900%, a weighted
IoU of 98.620%, and a Boundary F1 (BF) score of 83.303%. Notably, a detailed comparative analysis with existing methods showcases the superiority of
our proposed model. These findings underscore the model’s competence in precise brain tumor localization, underscoring its potential to revolutionize medical
image analysis and enhance healthcare outcomes. This research paves the way
for future exploration and optimization of advanced CNN models in medical
imaging, emphasizing addressing false positives and resource efficiency.
LLM Fine Tuning with QLoRA Cassandra Lunch 4, presented by Anant
Slides for the 4th Presentation on LLM Fine-Tuning with QLoRA Presented by Anant, featuring DataStax Astra
Computational Engineering IITH Presentation
This Presentation will give you a brief idea about what Computational Engineering at IIT Hyderabad has to offer.
VARIABLE FREQUENCY DRIVE. VFDs are widely used in industrial applications for...
Variable frequency drive .A Variable Frequency Drive (VFD) is an electronic device used to control the speed and torque of an electric motor by varying the frequency and voltage of its power supply. VFDs are widely used in industrial applications for motor control, providing significant energy savings and precise motor operation.
Software Engineering and Project Management - Software Testing + Agile Method...
Software Testing: A Strategic Approach to Software Testing, Strategic Issues, Test Strategies for Conventional Software, Test Strategies for Object -Oriented Software, Validation Testing, System Testing, The Art of Debugging.
Agile Methodology: Before Agile – Waterfall, Agile Development.
Object Oriented Analysis and Design - OOAD
This ppt gives detailed description of Object Oriented Analysis and design.
Use PyCharm for remote debugging of WSL on a Windo cf5c162d672e4e58b4dde5d797...
This document serves as a comprehensive step-by-step guide on how to effectively use PyCharm for remote debugging of the Windows Subsystem for Linux (WSL) on a local Windows machine. It meticulously outlines several critical steps in the process, starting with the crucial task of enabling permissions, followed by the installation and configuration of WSL.
The guide then proceeds to explain how to set up the SSH service within the WSL environment, an integral part of the process. Alongside this, it also provides detailed instructions on how to modify the inbound rules of the Windows firewall to facilitate the process, ensuring that there are no connectivity issues that could potentially hinder the debugging process.
The document further emphasizes on the importance of checking the connection between the Windows and WSL environments, providing instructions on how to ensure that the connection is optimal and ready for remote debugging.
It also offers an in-depth guide on how to configure the WSL interpreter and files within the PyCharm environment. This is essential for ensuring that the debugging process is set up correctly and that the program can be run effectively within the WSL terminal.
Additionally, the document provides guidance on how to set up breakpoints for debugging, a fundamental aspect of the debugging process which allows the developer to stop the execution of their code at certain points and inspect their program at those stages.
Finally, the document concludes by providing a link to a reference blog. This blog offers additional information and guidance on configuring the remote Python interpreter in PyCharm, providing the reader with a well-rounded understanding of the process.
原版制作(Humboldt毕业证书)柏林大学毕业证学位证一模一样
原件一模一样【微信：bwp0011】《(Humboldt毕业证书)柏林大学毕业证学位证》【微信：bwp0011】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问微bwp0011
【主营项目】
一.毕业证【微bwp0011】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【微bwp0011】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Recently uploaded (20)
Prediction of Electrical Energy Efficiency Using Information on Consumer's Ac...
Prediction of Electrical Energy Efficiency Using Information on Consumer's Ac...
2008 BUILDING CONSTRUCTION Illustrated - Ching Chapter 08 Doors and Windows.pdf
2008 BUILDING CONSTRUCTION Illustrated - Ching Chapter 08 Doors and Windows.pdf
Optimizing Gradle Builds - Gradle DPE Tour Berlin 2024
Optimizing Gradle Builds - Gradle DPE Tour Berlin 2024
Embedded machine learning-based road conditions and driving behavior monitoring
Embedded machine learning-based road conditions and driving behavior monitoring
Redefining brain tumor segmentation: a cutting-edge convolutional neural netw...
Redefining brain tumor segmentation: a cutting-edge convolutional neural netw...
LLM Fine Tuning with QLoRA Cassandra Lunch 4, presented by Anant
LLM Fine Tuning with QLoRA Cassandra Lunch 4, presented by Anant
VARIABLE FREQUENCY DRIVE. VFDs are widely used in industrial applications for...
VARIABLE FREQUENCY DRIVE. VFDs are widely used in industrial applications for...
Software Engineering and Project Management - Software Testing + Agile Method...
Software Engineering and Project Management - Software Testing + Agile Method...
Use PyCharm for remote debugging of WSL on a Windo cf5c162d672e4e58b4dde5d797...
Use PyCharm for remote debugging of WSL on a Windo cf5c162d672e4e58b4dde5d797...
Hs300 m4 2 span of control
- 1. SPAN OF CONTROL SNEHA TB ASST PROF MECHATRONICS
- 2. ORGANIZATION LEVELS & SPAN OF CONTROL Organization levels or hierarchy and span of control The relationships between the span of management is associated with few organization levels, narrow span, with many levels. Span of control or span of management or span supervision The number of subordinates reporting to a given manager also called span of control or span of management.
- 3. FACTORS EFFECTING SPAN OF MANAGEMENT Capacity of superior. Capacity of subordinate. Nature of work. Degree of decentralization. Degree of planning. Communication technique. Use of staff assistance. Supervision from others.
- 4. NARROW SPAN OF MANAGEMENT A single manager or supervisor over sees few subordinates. This gives rise to tall organizational structure.
- 5. NARROW SPAN OF MANAGEMENT Advantages Within tall organisational structure there is a close supervisory control because of the low span of managers. It is more authorised structure. In a tall structure the responsible person is other accountable to the higher authority. This structure enhances the control of the top regulation over the organization. Disadvantages Employees are less motivated within this structure. Verdict making is slow. Tall structure creates communication barriers between the upper and lower management. Less benefit and rewards are given to the body in the tall organisation.
- 6. WIDE SPAN OF MANAGEMENT This means a single manager or supervisor oversees a large number of subordinates. This gives rise to flat organizational structure.
- 7. WIDE SPAN OF MANAGEMENT Advantages Flat organization is less costly. Quick decision and action can be taken. Communication will be fast and clear Subordinates are free from close and strict supervision and control. Superior may not be too dominating because of large number of subordinates. Disadvantages There are chances for weaker controls over subordinates because of many are under one manager. The discipline in the organisation may not be under control The relation between the superior and subordinate may not be healthy Close and informal relation may not be possible. Organization may not be in a position to maintain quality and performance
- 8. TALL SPAN VS WIDE SPAN