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This document discusses formal and informal organization structures within companies. It defines organization as identifying work, delegating responsibilities, and establishing relationships to accomplish objectives effectively. Formal organization refers to well-defined jobs and authority, providing stability but possibly delaying action and ignoring social needs. Informal organization comprises personal relationships that spontaneously develop based on feelings, filling gaps and spreading rumors but potentially hindering goals. Both organization types are important for a company to operate systematically depending on its nature and maturity.
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Henri Fayol is considered the father of modern management. In 1916, he wrote a book outlining 14 principles of management that are still widely used today. The principles include division of work, authority and responsibility, discipline, unity of command, subordination of individual interests, remuneration, centralization, scalar chain, order, equity, stability of tenure, initiative, and esprit de corps. The document provides definitions and explanations of each of Fayol's 14 principles of management.
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organising and itrarionality in educational settings
The scope of school organising is very vast. It includes; efficiency of the institution, securing benefits of the school through practical measures, clarification of the functions of the school, coordination of the educational programmes, sound educational planning, good direction, efficient and systematic execution. This presentation seeks to give a comprehensive definition of organising and discuss the rationale for organising having defined some key terms. Which will include 1.Allocation of responsibilities. 2. Accountability 3. Establishing clear channels of communication 4. Resource deployment . Organising helps managers to deploy resources meaningfully. 5. The principle of synergy enhances the effectiveness and quality of the work performed. 6. Division of work . Departmentalisation and Coordination.
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Organizing involves systematically arranging and grouping work activities. It becomes necessary when more than one person works together to achieve common goals. Organizing divides work into specific jobs and departments, assigns tasks and responsibilities, and establishes relationships between individuals, groups and departments. The purpose is to arrange work in a coordinated manner to efficiently accomplish organizational objectives. Key aspects of organizing include defining authority relationships, specializing functions, and coordinating efforts based on principles such as purpose, authority, responsibility and supervision.
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Presentation on management theory by Henri Fayol. His very famous 14 principles of management and their applications are explained in detail.
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The document discusses the role and functions of management. It defines a manager as someone in charge of a group of tasks and staff. The key roles of managers are to guide the organization toward accomplishing its goals by combining resources. Management involves planning, organizing, leading, and controlling organizational resources and people to achieve goals. The document also outlines different leadership styles like authoritarian, democratic, and laissez-faire as well as important qualities of a good manager like integrity, decision-making skills, and understanding of the work.
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Organizing is defined as identifying and grouping work, delegating responsibility and authority, and establishing relationships to enable people to work effectively together to accomplish objectives. The key steps in organizing are dividing work, grouping activities and departments, assigning duties, establishing authority relationships, and coordinating activities. Organizing is important because it promotes specialization, role clarity, avoids duplication of work, and coordinates activities while clarifying authority, adapting to change, and promoting human relations and support.
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Organizing is the second function of management and involves assigning tasks, grouping tasks into departments, and allocating resources. Managers must address basic organizing elements like designing jobs, grouping jobs, and establishing reporting relationships. Organizing provides benefits like increased productivity, division of labor, and clarity of expectations. It allows managers to improve effectiveness by obtaining the right resources and organizing people toward objectives, as well as improve efficiency through productive resource combinations.
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Henri Fayol is considered the father of modern management. In 1916, he wrote a book outlining 14 principles of management that are still widely used today. The principles include division of work, authority and responsibility, discipline, unity of command, subordination of individual interests, remuneration, centralization, scalar chain, order, equity, stability of tenure, initiative, and esprit de corps. The document provides definitions and explanations of each of Fayol's 14 principles of management.
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This document discusses the fundamentals of organizing, including its nature, importance, and process. It defines organizing as identifying and grouping work to be performed, defining responsibilities, and establishing relationships to enable efficient work. Organizing involves differentiating and integrating units through specialized tasks and coordination. An effective organization has groups working toward common objectives through divided work and cooperation, with central authority, communication, rules, and a dynamic structure. Organizing is important as it facilitates administration, encourages growth and innovation, optimizes technology use, and ensures continuity through coordination. The process of organizing involves identifying activities, grouping them, assigning duties, and delegating appropriate authority.
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This document discusses the fundamentals of organizing, including its nature, importance, and process. It defines organizing as identifying and grouping work to be performed, defining responsibilities, and establishing relationships to enable efficient work. Organizing involves differentiating and integrating units through specialized tasks and coordination. Key aspects of organizing include groups working toward common objectives, division of labor, cooperation, communication, central authority, rules, and a dynamic structure. Organizing is important as it facilitates administration, encourages growth and innovation, optimizes technology use, and ensures continuity through coordination. The process of organizing involves identifying activities, grouping them, assigning duties, and delegating authority.
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This document discusses training and development as functions of human resource management. It provides definitions of training as learning aimed at improving current job performance, while development refers to learning for future career growth.
Training is described as a short-term process focused on technical skills for non-managerial personnel. Development is an educational process with a broader focus on personal effectiveness and career growth rather than immediate job performance.
The benefits of training for businesses include more efficient workers, less waste, and lower supervision needs. Employees also benefit from easier employment, reduced efforts, and help achieving career goals.
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The document discusses the meaning and definition of organization, as well as key principles of organization structure and design. It defines organization as a structure managed by people working together towards common goals. It also lists principles such as objectives, specialization, authority and responsibility, delegation, communication, span of control, exceptional matters, flexibility, unity of command, unity of direction, and scalar chain. The document assigns students to visit organizations and identify their structures and how principles are applied in design. It asks questions about how responsibility, authority and communication flow in organizations.
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The document discusses organizing as a management function that involves structuring jobs, tasks, and resources to accomplish objectives efficiently. It provides details on common organizing elements like work specialization, departmentalization, chain of command, span of control, and patterns of authority. Coordination of activities is also emphasized as linking different tasks to achieve common goals. Various types of departmentalization and authority patterns are outlined.
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This document discusses the relationship between school climate and teacher commitment in Malaysia. It begins by introducing Malaysia's Vision 2020 plan to become a developed country, with education as a key part. School climate is defined as the philosophy, social networks, and resources that define a school. The roles of school climate include influencing teacher and student motivation, the learning environment, and collaboration between school members. Teacher commitment is important for school success and student achievement. The document then provides background on studies that have examined the concepts of school climate and organizational climate, and how these relate to teacher commitment and school outcomes. It introduces frameworks used to measure school climate dimensions like openness and health. The statement of the problem notes that teacher role is crucial for Malaysia's
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This document discusses 14 principles of management according to Henri Fayol. It summarizes each principle in 1-2 sentences. The principles include specialization, authority and responsibility, unity of command, unity of direction, kindness and justice, material order and social order, discipline, initiative, remuneration, stability of tenure, hierarchy, order, esprit de corps, and subordination of individual interests. Management must balance these principles to effectively lead an organization.
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The document discusses the concept of organization, defining it as a system of cooperative activities between two or more people to achieve common goals. It also defines organization as an entity, a group of people, a structure, and a process. The importance of organization is outlined as providing order, encouraging specialization, improving administration, stimulating creative thinking, facilitating communication, and helping expand an enterprise. Organization is summarized as a process of identifying and grouping work, defining responsibility and authority, and establishing relationships to enable effective teamwork toward shared objectives.
Defining organization
Organizing a business involves assigning activities and grouping people into an organizational structure to accomplish objectives. The arrangement of work, or organization structure, requires clear objectives and coordination across the organization. Objectives must be specific, challenging and provide meaning and direction, while coordination ensures alignment between organizational, departmental, subunit and individual goals through teamwork. Both formal and informal organization structures emerge, with the formal structure designed by management and displayed in charts, and the informal comprising relationships between employees.
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This study aims to examine the importance of organizational stories told by middle managers in a Malaysian organization called XYZ. Middle managers are well-suited for this study as they possess significant knowledge of and experience within their organization due to their job responsibilities. Analyzing the stories of middle managers can provide insights into the organization's culture. The problem statement asks what stories middle managers at XYZ tell about the organization, and how these stories reflect organizational reality. If analyzed, these stories could help improve communication, identify employee concerns, solve problems, and enhance learning and productivity within the organization. This study would significantly contribute to Malaysian organizations by establishing a better working environment through the sharing of stories, enhancing work practices, and increasing employee motivation by giving their voices consideration
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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.
Principles of mangagement
1. Management involves coordinating organizational resources, tasks, and goals through processes like planning, organizing, staffing, directing, and controlling.
2. Management is a social process that is concerned with relationships between people at work and helping an organization achieve its objectives.
3. Management refers both to the group of people who manage an organization as well as the activities they perform like planning, organizing, and controlling work.
Organisation climate and Change
Organizational climate refers to employees' perceptions of the policies, practices and procedures in their workplace. It is shaped by both objective structural factors like rules and policies as well as subjective perceptual factors regarding how employees interpret and respond to their work environment. Organizational climate exists at multiple levels - the overall organization, individual work groups, and personal psychological experiences. It is measured through employee perceptions and influences important outcomes like job satisfaction, performance and retention. Managing organizational climate effectively requires understanding factors that create resistance to change as well as strategies to overcome resistance.
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Kushi
- 1. Welcome
- 2. UNIVERSITY Of MYSORE GOVT, FIRST GRADE COLLEGE ALUR
- 3. Submitted by : Submitted to: Khushi N S Vinay Sir 1 B.Com. Commerce Lecture Govt first grade college Alur. Govt first grade college Alur
- 4. MANAGEMENT PRINCIPLE AND APPLICATION TOPIC: Formal V/S Informal Organisation PRESENTATION : 1
- 5. INTRODUCTION Organization is the function of management which follows planning. It is a function in which the synchronisation and combination of human, physical and financial resources takes place. All the three resources are important to get results. Therefore, organisation function helps in achievement of results which in fact is important for the functioning of a concern.
- 6. MEANING OF ORGANIZATION Organization is the function upon which the whole structure of management is built. Organization is related with developing a frame work where the total related with is divided into manageable components in order to facilitate the achievement of objectives or goals
- 7. DEFINITIONS OF ORGANIZATION According to Louis A. Allen, 'Oraganisation is the process of identifying and grouping the world to be performed, defining and delegating responsibility and authority, and establition relationship for the purpose of enabling people to work most effectively together a accomplishing objectives.'
- 8. IMPORTANCE OF ORGANIZATION 1. It ensures optimum use of human resources. 2. Benefits of specialisation. 3. Adaptation to change. 4. Effective administration. 5. Development of personnel. 6. Clarity in working relationships. 7. Expansion and growth.
- 9. FORMAL OF ORGANIZATION This is one which refers to a structure of well defined jobs each bearing a measure of authority and responsibility. ADVANTAGES OF FORMAL ORGANIZATION : 1. Conflicts among workers is eliminated. 2. Overlapping of responsibility is avoided. 3. More stability is ensured in Organisation. 4. A seense of arises from classification of the task. DISADVANTAGES OF FORMAL ORGANIZATION : 1. Dealy in Action. 2. Ignores social needs of Employees. 3. Stresses on work only
- 10. INFORMAL ORGANIZATION It refers to a work of personal and social relationships which sporitancously within the formal set up informal organization develop relationship which are built on likes , dislikes, feelings and emotions. ADVANTAGES OF INFORMAL ORGANIZATION : 1. As is gives satisfaction, motivates the workers and mainatains the stability of the work. 2. Fills up the gap in an organisation. 3. Easily spreads rumor. DISADVANTAGES OF INFORMAL ORGANIZATION: 1. May be a hurdle in achieving the objective of an organisation. 2. Indirectly reduces effort of management to promote greater productivity. 3. Easily spreads rumor.
- 11. CONCLUDING OF ORGANIZATION: Every organisation needs a structure in order to operate systematically. The organisation structures can be used by any organisation if the structure fits into the nature and the maturity of the organisation.