Lesson 1 different management structures
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Management structures describe how organizations arrange parts to achieve objectives. A management hierarchy provides increasing authority at higher levels, while a flat structure has few management levels between staff and managers. A chain of command determines responsibility and accountability through supervision within levels of increasing authority in the organizational hierarchy.
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Management structures
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals. There are two main types of management structures - vertical and horizontal. Vertically organized companies have top, middle, and supervisory levels of management, with each level implementing plans from the level above. Horizontally organized companies use self-managing teams that are customer-oriented and make their own decisions.
Levels of management
There are typically three levels of management in organizations: top-level managers who set goals for the organization; middle-level managers who carry out top-level goals and set goals for departments; and first-level managers who manage employees on a daily basis. Managers at different levels perform different amounts of planning, organizing, leading, and controlling. They also fill different decisional, interpersonal, and informational roles. Many organizations are flattening hierarchies to allow for faster decision-making and better communication. This results in fewer middle management positions.
Basics of management
This document discusses the basics of management. It covers three fields of administration: business administration, public administration, and school administration. It also defines management as having three basic functions: policy development, management, and production. Further, it outlines six guidelines for effective management according to George Miller: managers are accountable for both means and ends; understanding the difference between operating and managing; giving top priority to management work; achieving optimum coordination through horizontal and vertical thinking; releasing untapped creativity and initiative in people; and adjusting evaluation criteria to reflect an enterprise's growth stage.
Organisational structure
Organisational structure refers to the arrangement of jobs and groups within a company. An organizational chart visually depicts reporting relationships and the chain of command. Organizational structure is important for decision making and smooth business operations, as it defines roles and status within the company. Common structures include flat, tall, matrix, and divisional structures, each with their own advantages and disadvantages related to communication, decision making, and adaptability.
Principles of management
This document discusses the basic elements of organizational design, including organizational structure, work specialization, chain of command, span of control, and centralization/decentralization. It defines these key terms and explains concepts like departmentalization by function, product, customer, geography, and process. Work specialization provides advantages like expertise and efficiency but disadvantages like limited skills. Centralization concentrates decision-making at higher levels while decentralization empowers lower levels. Proper organizational design is important for effective management.
The Nature of Organization
The document discusses various topics related to organization and management. It defines organization as a group of people working together to achieve common goals. It describes organizational structure as rules and policies that provide structure by delegating roles and responsibilities. Some key aspects of organizational structure discussed include departmentation, line organization structures, authority, decentralization, coordination, and human factors. It also discusses effective organization, planning for organizational structure, and global organizing.
Basics of management
The document discusses the basics of management including its three main fields, functions, and definitions. It provides definitions of management from various authors that center around establishing goals, developing strategies to achieve goals, and coordinating activities. Management is described as the art of getting work done through others. The document also outlines six guidelines for effective management put forth by management professor George Miller. These guidelines focus on manager accountability, prioritizing management work, achieving coordination, unleashing employee creativity, and adjusting performance evaluations based on a company's growth stage.
Who is manager
Manager refers to someone who oversees and directs other individuals, projects, or organizations. Effective management depends on factors such as company type, organizational structure, the manager's leadership style, and the manager's level within the company. As company size increases, management typically shifts from an informal, centralized structure to a more decentralized, process-driven structure with an emphasis on long-term planning, innovation, and collaborative goal setting. The document provides examples of how different management approaches may be needed for various company and leadership scenarios.
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Management structures
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals. There are two main types of management structures - vertical and horizontal. Vertically organized companies have top, middle, and supervisory levels of management, with each level implementing plans from the level above. Horizontally organized companies use self-managing teams that are customer-oriented and make their own decisions.
Levels of management
There are typically three levels of management in organizations: top-level managers who set goals for the organization; middle-level managers who carry out top-level goals and set goals for departments; and first-level managers who manage employees on a daily basis. Managers at different levels perform different amounts of planning, organizing, leading, and controlling. They also fill different decisional, interpersonal, and informational roles. Many organizations are flattening hierarchies to allow for faster decision-making and better communication. This results in fewer middle management positions.
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Organisational structure
Organisational structure refers to the arrangement of jobs and groups within a company. An organizational chart visually depicts reporting relationships and the chain of command. Organizational structure is important for decision making and smooth business operations, as it defines roles and status within the company. Common structures include flat, tall, matrix, and divisional structures, each with their own advantages and disadvantages related to communication, decision making, and adaptability.
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This document discusses the basic elements of organizational design, including organizational structure, work specialization, chain of command, span of control, and centralization/decentralization. It defines these key terms and explains concepts like departmentalization by function, product, customer, geography, and process. Work specialization provides advantages like expertise and efficiency but disadvantages like limited skills. Centralization concentrates decision-making at higher levels while decentralization empowers lower levels. Proper organizational design is important for effective management.
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The document discusses various topics related to organization and management. It defines organization as a group of people working together to achieve common goals. It describes organizational structure as rules and policies that provide structure by delegating roles and responsibilities. Some key aspects of organizational structure discussed include departmentation, line organization structures, authority, decentralization, coordination, and human factors. It also discusses effective organization, planning for organizational structure, and global organizing.
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The document discusses the basics of management including its three main fields, functions, and definitions. It provides definitions of management from various authors that center around establishing goals, developing strategies to achieve goals, and coordinating activities. Management is described as the art of getting work done through others. The document also outlines six guidelines for effective management put forth by management professor George Miller. These guidelines focus on manager accountability, prioritizing management work, achieving coordination, unleashing employee creativity, and adjusting performance evaluations based on a company's growth stage.
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Manager refers to someone who oversees and directs other individuals, projects, or organizations. Effective management depends on factors such as company type, organizational structure, the manager's leadership style, and the manager's level within the company. As company size increases, management typically shifts from an informal, centralized structure to a more decentralized, process-driven structure with an emphasis on long-term planning, innovation, and collaborative goal setting. The document provides examples of how different management approaches may be needed for various company and leadership scenarios.
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This document provides an overview of key concepts related to understanding organizations. It defines an organization as a group of people united by a common purpose. Organizations have features like two or more persons, common goals, division of work, and communication flowing downward. The process of organizing involves prescribing formal relationships among people and resources to achieve goals. An organization can be compared to a living organism in order to understand its history, context, relationships, problem-solving abilities, image, and habits. Managers plan, lead, organize, and control organizations by accomplishing tasks through others, making decisions, allocating resources, and achieving goals. Organizational structure consists of elements like the chain of command, span of control, centralization, special
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2. The history and theoretical scope of management, including its multidisciplinary nature and focus on goals.
3. The main features, nature, purpose, importance and functions of management, such as utilizing resources efficiently, establishing sound organization, and planning, organizing, staffing, directing and controlling.
4. Frederick Taylor's scientific management principles and the functions of management according to various theorists like
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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.
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The document discusses key concepts related to organizational structure and design. It defines organization as a process of grouping activities and dividing them among individuals to achieve goals. Organizing involves determining how work is divided and departments are formed. There are different types of organizational structures like tall, flat, and matrix structures as well as factors that influence structure like centralization, departmentalization, and formalization. Effective delegation of authority and power within the structure is also important.
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This document provides an overview of management as a concept and process. It discusses:
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The document presents definitions for various common management terminology presented by Ms. Komal Mahajan. It defines key terms related to the basic functions of management like planning, organizing, staffing, directing, and controlling. It also discusses organizational structures, styles of management, and approaches like total quality management and change management. Terms around authority, responsibility, accountability, and management systems are introduced.
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all basic concept of management. what is organization? what are organizational resources and how to manage them? what is management? how it is related to the other disciplines? who is manager?what are levels of managers? functions of managers? management styles and other concepts,
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The document discusses the different levels of management in organizations. It explains that there are typically three levels: top-level management, which is responsible for strategic planning and oversight; middle-level management, which executes organizational plans and coordinates between top management and lower levels; and lower-level management, which focuses on supervising workers and tasks. Each level has distinct roles - top management focuses on goals and policies, middle management on execution and communication, and lower management on supervision and guidance of employees. Proper distinction of roles across levels allows for effective coordination of managerial responsibilities within a business.
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1. The document outlines the course outcomes and units of a management course.
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Similar to Lesson 1 different management structures
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.
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Organizing refers to defining activities, grouping them into departments, and establishing relationships and authority within an organization to achieve its objectives. The key aspects of organizing include determining objectives, listing and grouping activities into departments, determining positions, delegating authority and responsibility, and establishing relationships between people. An organization's structure is based on its span of control, or the number of employees a manager can supervise. A wider span of control creates a flatter structure that is less expensive, while a narrower span creates a steeper, more costly structure with more management layers. Factors like the nature of work and decentralization affect the optimal span of control.
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The document discusses key concepts related to organizational structure and design. It defines organization as a process of grouping activities and dividing them among individuals to achieve goals. Organizing involves determining how work is divided and departments are formed. There are different types of organizational structures like tall, flat, and matrix structures as well as factors that influence structure like centralization, departmentalization, and formalization. Effective delegation of authority and power within the structure is also important.
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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.
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The document discusses various aspects of organizing and organizational structure. It defines organizing as the process of determining activities, arranging them into units, and assigning authority and responsibilities. It also discusses different types of organizational structures like functional, divisional, matrix structures. Some key points made are:
1) Organizing involves establishing objectives, identifying and grouping tasks, and delegating authority. The outcome is the organizational structure which can be formal or informal.
2) Common structures include functional (by department), divisional (by product/region), and matrix (combining functional and divisional).
3) Contemporary structures are less hierarchical and include virtual teams, network and boundaryless organizations with more flexible structures.
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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.
OVER VIEW OF ORGANISATION AND ITS STRUCTURES
Organization refers to the process of grouping people and resources together to achieve common goals. It involves structuring roles and responsibilities as well as communication channels. There are two main types of organization - formal and informal. Formal organization has a well-defined hierarchy and rules, while informal organization is based on social relationships. An effective organization requires both management to design the structure and employees to carry out plans and responsibilities.
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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.
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Organizing is assigning activities and grouping people into a structure to accomplish a firm's objectives. There are two types of organization - formal and informal. The formal organization is the official management-designed structure shown in organization charts, while the informal organization consists of personal relationships. When organizing, managers must consider clear objectives, coordination, formal authority like line and staff authority, and principles such as the division of labor and unity of command. Organizational structures can be centralized, with authority at the top, or decentralized, delegating authority downward. A functional structure groups activities into departments but risks lack of coordination and flexibility between departments.
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
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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.
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This document discusses different types of organizational structures and organizing functions. It begins by defining organizing as identifying and grouping work, delegating responsibility and authority, and establishing relationships to enable efficient work. The key types discussed are:
Line structure with direct vertical authority; Functional structure grouping by skills; and Divisional structure grouping by product, program or region. Bureaucratic/mechanistic structures are formal and centralized, while organic/adaptive structures are flexible. Organizing aims to achieve goals, optimize resources, and facilitate growth through specialization, coordination, and clear job definitions.
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Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
Click the QR code to watch the video
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CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
Click the QR code to watch the video
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CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
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Unit III.pdf
This document provides an overview of key concepts related to organizing as a management function. It discusses formal and informal organization, organization charts, different organization structures like line and staff authority, departmentalization, delegation of authority, and centralization vs decentralization. The key points covered are:
1. Organizing involves establishing authority relationships and coordination between roles to achieve organizational goals. It involves identifying and grouping work, defining responsibilities, and establishing relationships.
2. Organization structures determine how tasks are divided, resources are allocated, and departments are coordinated. Common structures include line, functional, divisional, and line and staff organizations.
3. Elements of organizational structure include span of control, departmentalization, centralization,
Unit III. ORGANIZATION LEADERSHIP RECRUITMENT
This document provides an overview of organizational structure and organizing functions. It defines organizing as establishing authority relationships and coordination between roles vertically and horizontally. The key points covered are:
1. It discusses different types of organizational structures like line, staff, functional, and divisional. It also covers concepts like centralization, decentralization, and span of control.
2. Organizing helps achieve goals through coordination, delegating authority, and defining job roles. It allows for specialization, growth, and facilitates adapting to changes.
3. Both formal and informal organization structures are examined in terms of their advantages and disadvantages. Organization charts are used to visually depict the formal structure.
4. The document outlines the organizing
POM UNIT-3.pdf
This document provides an overview of key concepts related to organizing as a management function. It discusses formal and informal organization, organization charts, different organization structures like line and staff authority, departmentalization, delegation of authority, and centralization vs decentralization. The key points covered are:
1. Organizing involves establishing authority relationships and coordination between roles to achieve organizational goals. It involves identifying and grouping work, defining responsibilities, and establishing relationships.
2. Organization structures determine how tasks are divided, resources are allocated, and departments are coordinated. Common structures include line, functional, divisional, and line and staff organizations.
3. Elements of organizational structure include span of control, departmentalization, centralization,
POM UNIT-3-ORGANISING.pdf
This document provides an overview of organizational structure and organizing functions. It defines organizing as establishing authority relationships and coordination between roles vertically and horizontally. The key points covered are:
1. It discusses different types of organizational structures like line, staff, functional, and divisional. It also covers concepts like centralization, decentralization, and departmentalization.
2. Organizing helps achieve goals through coordination, defining roles, and optimal use of resources. It allows management functions like planning and controlling to take place.
3. Both formal and informal organization structures are examined. Formal structures specify roles and reporting relationships while informal structures are based on relationships.
4. The importance of organization charts for visualizing the
Organising.pptx
The document discusses various aspects of organizing as a management function. It defines organizing as establishing authority relationships and dividing work among positions. The key steps in organizing are identifying work, grouping work, establishing a hierarchy, delegating authority, and coordinating activities. Organizing is important as it helps achieve goals, optimize resource use, reduce costs, establish a sound organization structure, and adapt to changing environments. The document also discusses different types of organization structures such as line, line and staff, functional, and divisional structures. It compares centralization versus decentralization of authority.
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CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01
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Lesson 2 stress as biological processes
The document discusses Selye's General Adaptation Syndrome (GAS) model of stress. The GAS describes the biological experience of stress through three stages: alarm reaction, resistance, and exhaustion. In the alarm reaction stage, the body initially reacts as if injured through a drop in blood pressure and body temperature before activating the sympathetic nervous system's fight-flight-freeze response. The resistance stage involves the release of cortisol to shut down unnecessary functions. Prolonged stress leads to the exhaustion stage where resources are depleted, leaving the immune system weakened. The GAS was the first model to describe stress from a biological perspective but does not account for individual differences.
Lesson 6 neurotransmitter interuption
Parkinson's disease is caused by low levels of the neurotransmitters dopamine and GABA. Dopamine deficiency causes movement problems in Parkinson's disease patients. While dopamine treatments help symptoms temporarily, low levels of GABA may explain why effects are only short-term. Neurotransmitter deficiencies can be treated through medication replacement but this does not help natural production and may suppress it further.
Lesson 4 the neuron
The document discusses the structure and function of neurons. It describes the key parts of a neuron including the dendrites, soma, axon, myelin sheath, and axon terminals. It explains that neurons transmit information through electrical and chemical processes. Specifically, an electrical impulse called an action potential travels along the axon, and neurotransmitters are released at the synapse between neurons to allow communication.
Lesson 2 somatic and autonomic ns
The document provides an overview of the nervous system, including its central and peripheral divisions. It describes the roles of the somatic and autonomic nervous systems. The autonomic nervous system regulates involuntary functions and has two subdivisions - the sympathetic and parasympathetic nervous systems. The sympathetic system prepares the body for stress through responses like increased heart rate, while the parasympathetic system returns the body to homeostasis when stress has passed. Together these systems work to maintain optimal functioning and survival.
Unit 3 outcome 2b revision pp
This document provides information about a business management assessment task. It outlines the key management roles of planning, organizing, leading and controlling that the assessment will address. It also lists the key knowledge areas and skills the assessment will evaluate such as accurately using management terms, analyzing business information, and applying concepts to practical situations. The document then provides detailed descriptions of the planning and organizing management roles, including defining different levels of planning, the planning process, and the organizing process within a business.
Lesson 2 a day of mourning
1) The Day of Mourning was a 1938 protest organized by Indigenous Australians on the 150th anniversary of British colonization of Australia.
2) Jack Patten and William Cooper campaigned in Aboriginal communities to gain support for the protest and wrote about claiming citizen rights.
3) On the Day of Mourning, Jack Patten read a resolution protesting the treatment of Aboriginal peoples and appealing for full citizenship and equality. A 10-point plan for equality was also approved.
Lesson 2 a day of mourning
1) The document discusses the 1938 Day of Mourning protest by Indigenous Australians on the 150th anniversary of British colonization.
2) Jack Patten and William Cooper organized the protest and visited Aboriginal communities to gain support. They wrote about the "Aborigines Claim Citizen Rights."
3) On the Day of Mourning, Jack Patten read a resolution protesting the treatment of Aboriginal people and appealing for full citizenship and equality. A 10-point plan for equality was also formed and approved.
4) The protest is considered significant as the first organized civil rights protest by Indigenous Australians and brought attention to their ongoing struggles for rights and freedoms.
Humanities term 2
This document outlines the structure and expectations for lessons in the Humanities Term 2 course. It discusses:
- The typical lesson structure which includes a review of the previous lesson, teacher presentation of new concepts, and activities to reinforce learning.
- The required pre-lesson work which involves reading the text, watching a podcast, and posting questions or comments online for each lesson. This pre-work must be completed before each lesson.
- The distinction between essential learning activities, which are mandatory, and discretionary activities, which allow for individualization but still aim to challenge students. Students will gain more autonomy over time.
- That students' work may be randomly checked and they must always have the required pre
Lesson 4 the fight for civil rights beyond australia's borders
This document provides instructions for an activity to teach students about civil rights leaders beyond Australia's borders. It divides students into home groups and assigns each student one of four leaders to research: Herbert Vere Evatt, Eleanor Roosevelt, Rosa Parks, or Martin Luther King Jr. Students first research their assigned leader in expert groups before returning to their home groups to teach their peers about the leader in 5 minute presentations. The activity aims to explain the importance of these leaders to the broader civil rights movement.
Lesson 3 stolen generations
Indigenous children were forcibly removed from their families by the Australian government between 1909 and 1969. This was known as the Stolen Generations. The government sought to assimilate Indigenous children into European society by removing them from their families and culture. It was difficult for Indigenous parents to contest the removal of their children due to the unequal treatment of Indigenous people under Australian law at the time.
Lesson 3 stolen generations
The document discusses the Stolen Generations in Australia. It begins by asking who the Stolen Generations were, which were the children of Aboriginal and Torres Strait Islander peoples who were removed from their families by the Australian government between 1910 and 1970. It explains that colonial authorities removed the children because they believed the children's welfare was at risk and that assimilation into European society was in the children's best interests. It poses questions about why it was difficult for indigenous parents to contest the removal of their children and the concept of assimilation.
Unit 3 outcome 2 a revision 2014
Here are the key points in response to the questions:
A. A mission statement outlines the fundamental purpose of an organisation. It describes the scope of the business, including the objectives, customers served, values and approach.
B. A management structure refers to how roles and responsibilities are divided and coordinated within an organisation. It determines how decisions are made, how information flows, and who reports to whom.
C. A matrix structure combines functional and divisional structures. Teams are formed across departments to work on specific projects. It allows for pooled expertise and flexibility. However, it can lead to role ambiguity and conflict if multiple managers provide direction.
D. The three levels of planning are:
1) Strategic planning
Source analysis preparing for assesment
This document provides information about conducting a source analysis. It explains that a source analysis involves a detailed examination of the elements and structure of a source from the past, such as a document, building, or object. A source analysis is conducted at two levels - a literal level examining what the source visually and textually contains, and an analytical level asking specific questions of the source. Several examples are provided of analyzing propaganda posters from World War II at both the literal and analytical levels to understand message, audience, context, and effectiveness.
Lesson 5 polc management roles
This document discusses the four main roles of management: planning, organizing, leading, and controlling. It provides details on each role: planning involves setting objectives and strategies to achieve goals; organizing is arranging resources to fulfill objectives; leading is influencing employees to work towards goals; controlling is evaluating performance and modifying tasks to ensure objectives are met. The document also discusses the levels of planning (strategic, tactical, operational) and the stages of planning. It examines each management role in more depth, such as how managers organize human and capital resources and delegate responsibilities.
Lesson 2 types of management struture
The document describes three common types of management structures: functional, divisional, and matrix. A functional structure groups employees by tasks, while a divisional structure organizes them by divisions like geography or customers. A matrix structure forms teams of specialists from across the organization to solve problems or work on projects.
Lesson 7 australia threatened
- Australia immediately joined Britain in declaring war on Germany after the invasion of Poland in 1939. Australia raised a Second Australian Imperial Force (AIF) of volunteer soldiers to fight alongside British forces.
- Three of the four AIF divisions were fighting in Europe by 1940-41, while the 8th Division was sent to British Malaya. Japan wanted to capture British Malaya and the Dutch East Indies for resources and because Singapore was strategically important.
- Britain's "Singapore strategy" of using the city-fortress to deter Japanese aggression would prove "bankrupt" as Japan captured Malaya and Singapore, exposing Australia's vulnerability without British protection.
Unit 3 o utcome 1 sac revision.ppt
The document provides information about large scale organisations, including their key characteristics and examples. It defines large scale organisations as those employing over 200 people and having assets over $200 million. Examples given include corporations that are owned by shareholders and aimed at making a profit. The document also discusses the internal and external environments large scale organisations operate within, and their potential positive and negative contributions to the economy.
Lesson 7 performance indicators - profitability, sales and productivity
Performance indicators such as profitability, sales, and productivity are used to evaluate organizational performance. Effectiveness refers to an organization's ability to achieve its objectives, while efficiency refers to achieving objectives at the lowest cost. Profitability measures earnings, number of sales measures products sold, and market share is the percentage of a market an organization has compared to competitors. Productivity compares output to inputs, and rate of productivity growth compares productivity year-to-year. Productivity can be improved by producing more outputs from the same inputs or reducing inputs for the same outputs.
Lesson 8
Performance indicators are methods used to evaluate business success against objectives. Non-financial indicators include customer satisfaction, workplace accidents, wastage levels, staff satisfaction, and staff turnover which can influence financial objectives. Management by objectives is a process where management and employees agree on and understand organizational objectives expressed hierarchically from mission statements to individual objectives used to measure employee performance.
Internal and external (macro and operating) environments.key
The document discusses the internal and external environments that can impact an organization. The internal environment includes factors that a company can control, while the external environment contains uncontrollable factors like the operating environment and macro environment. The operating environment refers to outside factors like customers, competitors, suppliers, and lobby groups that interact with a company. The macro environment comprises broad societal and economic conditions including social attitudes, globalization, legal issues, the economy, politics, and technology.
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Lesson 1 different management structures
- 1. An Introduction to management structures
- 2. Management structure is a term used to describe the ways in which parts of an organisation are formally arranged to achieve objectives.
- 3. Management hierarchy is the arrangement that provides increasing authority at higher levels of the hierarchy.
- 4. Flat organization (also known as horizo ntal organization) refers to an organization al structure with few or no levels of intervening manag ement between staff and managers. The idea is that well-trained workers will be more productive when they are more directly involved in the decision making process, rather than closely supervised by many layers of management.
- 5. A chain of command or line authority is a system that determines responsibility, supervision and accountability of members of the organisation. What is the chain of command for your workplace/ family or any organisation you are involved in?
- 6. Span of control refers to the number of people for whom a manager is directly responsible.
- 7. Changes in organisational structures There is a growing trend for companies to adopt a flat management structure What may be some advantages and disadvantages of this structure?