This document provides an overview of different types of organizational structures, including:
- Line (or military) organization, where authority flows vertically from top to bottom. Departments are self-contained units under a single head.
- Functional organization, where work is divided according to specialized functions. Authority is given to specialists over their functional areas.
- Line and staff organization, where line officers maintain authority over decision-making but receive advice and assistance from specialized staff officers.
- Committee organization, where groups are appointed or elected to consider assigned matters and provide reports and recommendations.
It also briefly discusses project organization, where professionals are grouped for specific projects, and matrix organization, which combines functional and project
The document discusses different types and levels of organization. There are four main types of organization structures discussed: line organization, functional organization, line and staff organization, and committee organization. It also describes three levels of management in organizations: top level management which oversees strategic planning, middle level management which executes plans and oversees departments, and lower level management which oversees workers and operations. The document provides details on the characteristics, advantages, and disadvantages of each type of organization structure.
Construction project management involves coordinating people, materials, equipment, and money to complete construction projects on time and within budget. The construction project manager is responsible for overseeing all aspects of construction projects from design through completion. Key responsibilities include coordinating with contractors and other stakeholders, managing budgets and schedules, ensuring regulatory compliance, and resolving any issues that arise during construction. The construction project manager must have strong organizational, communication, and problem-solving skills to successfully coordinate all parties and elements involved in construction projects.
This document discusses different types of organizational structures. It begins by describing a line or scalar organization, where authority flows vertically from top to bottom. It then explains functional organizations, where work is divided by specialized functions. The document also covers line and staff organizations, where line officers have decision-making authority and are assisted by staff officers who provide advice. It provides details on each type of organization, including their characteristics, advantages, disadvantages, and suitability for different business contexts.
The document discusses different types of organizational structures. It begins by explaining line or military organization, where each department is self-contained and headed by someone with full control. It then explains functional organization, where work is divided by specialized functions. Next, it covers line and staff organization, where line officers make decisions and are advised by staff specialists. It provides advantages and disadvantages of each type of organization.
Success of the organization depends on the experience and competence of the officers of the organization. Different forms of organizations are Line, military or scalar organization, functional organization, line and staff organization, committee of organization, project organization, matrix organization and freeform organization.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
The document summarizes several types of organizational structures:
Line or scalar organization is the simplest type with direct vertical relationships and authority flowing from top to bottom. Functional organization divides work by specialized functions with functional authority throughout lines. Line and staff organization combines line officers who make decisions with staff officers who advise. Committee organization uses groups to consider assigned matters. Project organization structures around temporary projects. Matrix organization employs a multiple command structure with related support mechanisms.
Organization structure is important for businesses to function properly. It defines responsibilities and roles to allow for coordination between departments and workers. There are different types of organization structures such as line, line and staff, and functional, each with their own advantages and disadvantages. Financing is also crucial for businesses, as most problems stem from insufficient capital. Capital can come from owners or lenders, and businesses often use a combination of both to meet their fixed, working, and expansion capital needs. Proper organization structure and financing are essential for business success.
The document discusses different types and levels of organization. There are four main types of organization structures discussed: line organization, functional organization, line and staff organization, and committee organization. It also describes three levels of management in organizations: top level management which oversees strategic planning, middle level management which executes plans and oversees departments, and lower level management which oversees workers and operations. The document provides details on the characteristics, advantages, and disadvantages of each type of organization structure.
Construction project management involves coordinating people, materials, equipment, and money to complete construction projects on time and within budget. The construction project manager is responsible for overseeing all aspects of construction projects from design through completion. Key responsibilities include coordinating with contractors and other stakeholders, managing budgets and schedules, ensuring regulatory compliance, and resolving any issues that arise during construction. The construction project manager must have strong organizational, communication, and problem-solving skills to successfully coordinate all parties and elements involved in construction projects.
This document discusses different types of organizational structures. It begins by describing a line or scalar organization, where authority flows vertically from top to bottom. It then explains functional organizations, where work is divided by specialized functions. The document also covers line and staff organizations, where line officers have decision-making authority and are assisted by staff officers who provide advice. It provides details on each type of organization, including their characteristics, advantages, disadvantages, and suitability for different business contexts.
The document discusses different types of organizational structures. It begins by explaining line or military organization, where each department is self-contained and headed by someone with full control. It then explains functional organization, where work is divided by specialized functions. Next, it covers line and staff organization, where line officers make decisions and are advised by staff specialists. It provides advantages and disadvantages of each type of organization.
Success of the organization depends on the experience and competence of the officers of the organization. Different forms of organizations are Line, military or scalar organization, functional organization, line and staff organization, committee of organization, project organization, matrix organization and freeform organization.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
The document summarizes several types of organizational structures:
Line or scalar organization is the simplest type with direct vertical relationships and authority flowing from top to bottom. Functional organization divides work by specialized functions with functional authority throughout lines. Line and staff organization combines line officers who make decisions with staff officers who advise. Committee organization uses groups to consider assigned matters. Project organization structures around temporary projects. Matrix organization employs a multiple command structure with related support mechanisms.
Organization structure is important for businesses to function properly. It defines responsibilities and roles to allow for coordination between departments and workers. There are different types of organization structures such as line, line and staff, and functional, each with their own advantages and disadvantages. Financing is also crucial for businesses, as most problems stem from insufficient capital. Capital can come from owners or lenders, and businesses often use a combination of both to meet their fixed, working, and expansion capital needs. Proper organization structure and financing are essential for business success.
Unit 2 Business Etiquettes and Tourism Entrepreneurshipsathyabamavathytm
The document discusses different forms of organization for businesses:
- Line organization has a clear hierarchy and chain of command with authority flowing down from top management. It is suitable for small, routine businesses.
- Functional organization groups employees by specialized functions. It allows for division of labor but can lack clear responsibility and coordination.
- Line and staff organization combines the hierarchy of line organization with expert staff advisors. It is suitable for large companies.
- Committee organization uses groups to advise on decisions but can be slow and compromise efficiency. Different forms are suitable depending on a business's size, processes, and needs.
This document outlines an engineering management course, including books, grading, and lecture topics. The course covers navigating growth in tech firms, modern supply chains, introduction to continuous improvement strategies like Kaizen, quality cost and delivery, visual management, and total flow management. Key lecture topics include organizational hierarchy, having good relations with managers, and motivation. Tall and flat organizational structures are compared, with pros and cons of each. Tips for developing good relations with managers include learning to work, developing a positive reputation, avoiding exploitation, avoiding competition traps, and having one-on-one meetings.
This document provides information about construction management and organization structures. It discusses the goals of an organization to complete work on time and profitably. It also describes the key roles in construction including site engineers, supervisors, mistries, operators and laborers. The document outlines different types of organization structures like line, functional, line and staff, and project-based organizations. It discusses the principles of organization, characteristics, steps to form an organization and their advantages and disadvantages.
This document provides information about organizational structures and designs, including line organization, line and staff organization, functional organization, committee organization, project organization, and matrix organization. It summarizes the key characteristics and advantages and disadvantages of each structure. It also includes a referral code for a 10% discount on a learning platform to continue studying these topics.
The Concept of Organizing.pptx.concept of organizingprimcejames
Organizing involves grouping activities, assigning duties to individuals, and delegating authority. The key elements are departmentation, linking departments, defining authority and responsibility, and prescribing relationships. Fundamental principles include facilitating objectives, efficiency, balance of authority and responsibility, and span of control. Types of organization structures are line, functional, line and staff, project, matrix, and committee. Departmentation involves grouping work into departments based on criteria like function, product, or territory. The span of control refers to the number of subordinates one manager can oversee.
This document discusses different types of organizational structures including line, line and staff, functional, and committee structures. It provides details on the key characteristics of each structure type, how information and authority flow within each, and their relative merits and demerits. The line structure is described as the simplest with authority flowing top-down, while line and staff and functional structures involve greater specialization and coordination challenges. Committees are used to address specific issues but can also lead to slower decision making.
The document discusses different types of organizational structures, including functional organization, line organization, and line and staff organization. It provides details on the key features, merits, and demerits of each structure. Functional organization divides the company into separate units based on roles like accounting, marketing, R&D, etc. Line organization has a direct chain of command from top to bottom. Line and staff organization combines aspects of line and functional, using staff experts to support line managers. Committees can be used to discuss problems and recommend solutions, but can also result in slower, weaker decisions due to compromise.
This document discusses different types of organizational structures. Line and staff organization combines elements of a line organization, where authority flows vertically from top to bottom, and a staff organization, where specialists provide advice and services. In a line and staff organization, line officers have authority to make decisions and direct workers, while staff officers are experts who advise line officers. There can be conflicts as line officers are responsible for results but may neglect staff advice, while staff focus only on their departments instead of organization-wide goals.
Organising is a key management function that ensures the smooth running of an organisation. It establishes structure and relationships between positions to facilitate effective teamwork. There are different perspectives on organisation, including as a group of people, a structure of relationships, a management function, and an ongoing process. Effective organisation requires principles such as division of labour, coordination, authority and responsibility structures, and objectives. The organisation structure shows reporting relationships and is an important tool but must remain dynamic to adapt to changes. Both formal and informal organisation structures naturally emerge in a workplace.
This document discusses organizational structure and design. It begins by defining organizational structure as the formal framework that divides work into jobs, groups, and departments. There are six key elements of organizational design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common structures discussed include functional, divisional, team-based, project-based, and matrix structures. Contemporary designs like boundaryless organizations and learning organizations are also introduced. The document provides examples of different structures and discusses their strengths and weaknesses. It concludes by assigning further reading and preparation for an upcoming class discussion.
1. There are three main types of organizational structures: line, functional, and line and staff.
2. The line structure has a vertical hierarchy with authority flowing from top to bottom. It allows for quick decisions but lacks specialization.
3. The functional structure groups employees by specialized skills and expertise. This allows for maximum specialization but can weaken responsibility and decision making.
4. The line and staff structure combines elements of both, aiming to gain the advantages of specialization while maintaining authority and responsibility through vertical lines. It is considered the most advanced type.
Group 2 (BSCE-4A) - Construction Project Management.pptxJustineSales1
The document discusses organizational structure and construction project organization. It begins by defining organization as a group cooperating for a common goal. It then discusses different types of organizational structures like functional, product/market, and matrix structures. It outlines their advantages and disadvantages. The document also discusses the key elements of organizational structure like distribution of functions, authority relationships, and communication processes. Finally, it provides examples of organizational charts and outlines components of a sample construction management plan including planning, staffing, direction, financial management, and contract administration.
This document discusses the functional structure of an organization and its advantages and disadvantages. Some key points:
- The functional structure consists of specialized line managers leading areas like production, accounting, marketing, R&D, engineering, and HR. This allows for expertise sharing within functions.
- Advantages include specialization within functions, easier executive development, reduced workload for top executives, flexibility, and democratic control.
- Disadvantages include violating the unity of command principle as subordinates report to multiple managers, complexity, difficulty coordinating specialists, and delayed decision-making.
Effective Governance for Independent Training Providers for Adult Education S...The Pathway Group
Effective governance for independent training providers requires both challenge and support of leaders and managers. Governors must hold leaders accountable through data-driven scrutiny, while also offering support. Common governance models include the traditional governing body model and advisory board models using non-executive directors. Effective governance demonstrates a strategic vision, high standards, and relentless focus on learner outcomes through challenge of actions and decisions. Ineffective governance lacks adequate challenge, scrutiny, and accountability of leaders to improve performance.
The document discusses different types of organizational structures that companies use, including functional, line, matrix, and line and staff structures. It provides details on the key features and advantages and disadvantages of each structure. The functional structure groups employees by specialized functions, while the line structure has a strict top-down hierarchy. The matrix structure combines functional and project-based reporting, and the line and staff structure adds specialized staff positions that advise line managers. Overall, the document aims to explain how organizational structures can help companies operate efficiently and achieve goals.
This document provides information on management of large organizations. It discusses characteristics of large organizations including number of employees, annual revenue, assets, locations, owners. It also discusses management functions like planning, organizing, leading, controlling, communicating and motivating. Key performance indicators for large organizations are also mentioned like profit, return on investment, staff turnover and customer satisfaction. The document also discusses management structures, goals and objectives, management styles, management skills and competencies.
This will help in organizing and managing the libraries.
you may visit some links:
FACEBOOK: http://www.facebook.com/highschoollibrary
YOUTUBE: http://www.youtube.com/channel/UCJbJMveoGw6TxlkJpvcnwkQ
BLOG: http://library998.wordpress.com
SLIDESHARE: www.slideshare.net/cristelcaisio/organizing-and-managing-libraries?related=1
TWITTER: https://twitter.com/HSlibrary07
This document discusses why management should be studied and provides an overview of key management concepts.
It begins by explaining that management is important to study because organizations impact our daily lives and we will all either manage or be managed. It then discusses some core management principles like the universality of management in all organizations.
The document also defines key terms like what an organization is, the different levels of managers, and operative employees. It describes management as coordinating work through people to be efficient and effective. The main functions of management that managers engage in are identified as planning, organizing, leading and controlling. Finally, it outlines important skills that successful managers possess such as conceptual, interpersonal, technical and political skills.
This document is a presentation on the topic of line and staff in public organizations. It begins with welcoming remarks and introducing the group members presenting. The overview section outlines the key concepts to be covered, including organizational hierarchy, line and staff concepts, the relationship between line and staff, and the merits and demerits of the line and staff structure. The body of the presentation then defines and explains organizational hierarchy, line and staff concepts and functions, the relationship and differences between line and staff, and the merits such as specialization and expert advice as well as demerits like potential conflicts and costs of the line and staff approach.
This document discusses key concepts related to organizing, including:
1. The nature and purpose of organizing including identifying activities, delegating authority, and establishing relationships.
2. Types of organization structures such as functional, divisional, and matrix structures.
3. Concepts like span of control, line and staff authority, and departmentation which are important for structuring organizations.
4. Key organizing processes such as delegation of authority and staffing.
Disruptive innovation describes a process where a product or service begins in simple, inexpensive applications and then improves in quality and performance until it meets the needs of mainstream customers, displacing existing options. Dell Computer grew rapidly by focusing on direct sales and building computers upon receiving customer orders rather than maintaining large inventories, allowing it to outcompete other PC manufacturers. Dell's success demonstrates how streamlining operations and targeting customer needs directly can enable a company to scale quickly through disruptive innovation.
Authority refers to the legitimate right to direct others and make decisions. It flows downward through the organizational hierarchy from high-level managers to lower-level employees. There are three main theories that explain the emergence of authority: the formal theory which sees it flowing from top to bottom positions; the acceptance theory which views it as relying on subordinates' acceptance; and the competence theory which ties it to managers' qualifications. Authority is limited by legal, physical, economic, and biological factors. Responsibility is the obligation to perform assigned duties and flows upward. Accountability is the liability for authority used and also flows upward through reporting requirements. Delegation involves transferring authority to subordinates while maintaining accountability.
Unit 2 Business Etiquettes and Tourism Entrepreneurshipsathyabamavathytm
The document discusses different forms of organization for businesses:
- Line organization has a clear hierarchy and chain of command with authority flowing down from top management. It is suitable for small, routine businesses.
- Functional organization groups employees by specialized functions. It allows for division of labor but can lack clear responsibility and coordination.
- Line and staff organization combines the hierarchy of line organization with expert staff advisors. It is suitable for large companies.
- Committee organization uses groups to advise on decisions but can be slow and compromise efficiency. Different forms are suitable depending on a business's size, processes, and needs.
This document outlines an engineering management course, including books, grading, and lecture topics. The course covers navigating growth in tech firms, modern supply chains, introduction to continuous improvement strategies like Kaizen, quality cost and delivery, visual management, and total flow management. Key lecture topics include organizational hierarchy, having good relations with managers, and motivation. Tall and flat organizational structures are compared, with pros and cons of each. Tips for developing good relations with managers include learning to work, developing a positive reputation, avoiding exploitation, avoiding competition traps, and having one-on-one meetings.
This document provides information about construction management and organization structures. It discusses the goals of an organization to complete work on time and profitably. It also describes the key roles in construction including site engineers, supervisors, mistries, operators and laborers. The document outlines different types of organization structures like line, functional, line and staff, and project-based organizations. It discusses the principles of organization, characteristics, steps to form an organization and their advantages and disadvantages.
This document provides information about organizational structures and designs, including line organization, line and staff organization, functional organization, committee organization, project organization, and matrix organization. It summarizes the key characteristics and advantages and disadvantages of each structure. It also includes a referral code for a 10% discount on a learning platform to continue studying these topics.
The Concept of Organizing.pptx.concept of organizingprimcejames
Organizing involves grouping activities, assigning duties to individuals, and delegating authority. The key elements are departmentation, linking departments, defining authority and responsibility, and prescribing relationships. Fundamental principles include facilitating objectives, efficiency, balance of authority and responsibility, and span of control. Types of organization structures are line, functional, line and staff, project, matrix, and committee. Departmentation involves grouping work into departments based on criteria like function, product, or territory. The span of control refers to the number of subordinates one manager can oversee.
This document discusses different types of organizational structures including line, line and staff, functional, and committee structures. It provides details on the key characteristics of each structure type, how information and authority flow within each, and their relative merits and demerits. The line structure is described as the simplest with authority flowing top-down, while line and staff and functional structures involve greater specialization and coordination challenges. Committees are used to address specific issues but can also lead to slower decision making.
The document discusses different types of organizational structures, including functional organization, line organization, and line and staff organization. It provides details on the key features, merits, and demerits of each structure. Functional organization divides the company into separate units based on roles like accounting, marketing, R&D, etc. Line organization has a direct chain of command from top to bottom. Line and staff organization combines aspects of line and functional, using staff experts to support line managers. Committees can be used to discuss problems and recommend solutions, but can also result in slower, weaker decisions due to compromise.
This document discusses different types of organizational structures. Line and staff organization combines elements of a line organization, where authority flows vertically from top to bottom, and a staff organization, where specialists provide advice and services. In a line and staff organization, line officers have authority to make decisions and direct workers, while staff officers are experts who advise line officers. There can be conflicts as line officers are responsible for results but may neglect staff advice, while staff focus only on their departments instead of organization-wide goals.
Organising is a key management function that ensures the smooth running of an organisation. It establishes structure and relationships between positions to facilitate effective teamwork. There are different perspectives on organisation, including as a group of people, a structure of relationships, a management function, and an ongoing process. Effective organisation requires principles such as division of labour, coordination, authority and responsibility structures, and objectives. The organisation structure shows reporting relationships and is an important tool but must remain dynamic to adapt to changes. Both formal and informal organisation structures naturally emerge in a workplace.
This document discusses organizational structure and design. It begins by defining organizational structure as the formal framework that divides work into jobs, groups, and departments. There are six key elements of organizational design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common structures discussed include functional, divisional, team-based, project-based, and matrix structures. Contemporary designs like boundaryless organizations and learning organizations are also introduced. The document provides examples of different structures and discusses their strengths and weaknesses. It concludes by assigning further reading and preparation for an upcoming class discussion.
1. There are three main types of organizational structures: line, functional, and line and staff.
2. The line structure has a vertical hierarchy with authority flowing from top to bottom. It allows for quick decisions but lacks specialization.
3. The functional structure groups employees by specialized skills and expertise. This allows for maximum specialization but can weaken responsibility and decision making.
4. The line and staff structure combines elements of both, aiming to gain the advantages of specialization while maintaining authority and responsibility through vertical lines. It is considered the most advanced type.
Group 2 (BSCE-4A) - Construction Project Management.pptxJustineSales1
The document discusses organizational structure and construction project organization. It begins by defining organization as a group cooperating for a common goal. It then discusses different types of organizational structures like functional, product/market, and matrix structures. It outlines their advantages and disadvantages. The document also discusses the key elements of organizational structure like distribution of functions, authority relationships, and communication processes. Finally, it provides examples of organizational charts and outlines components of a sample construction management plan including planning, staffing, direction, financial management, and contract administration.
This document discusses the functional structure of an organization and its advantages and disadvantages. Some key points:
- The functional structure consists of specialized line managers leading areas like production, accounting, marketing, R&D, engineering, and HR. This allows for expertise sharing within functions.
- Advantages include specialization within functions, easier executive development, reduced workload for top executives, flexibility, and democratic control.
- Disadvantages include violating the unity of command principle as subordinates report to multiple managers, complexity, difficulty coordinating specialists, and delayed decision-making.
Effective Governance for Independent Training Providers for Adult Education S...The Pathway Group
Effective governance for independent training providers requires both challenge and support of leaders and managers. Governors must hold leaders accountable through data-driven scrutiny, while also offering support. Common governance models include the traditional governing body model and advisory board models using non-executive directors. Effective governance demonstrates a strategic vision, high standards, and relentless focus on learner outcomes through challenge of actions and decisions. Ineffective governance lacks adequate challenge, scrutiny, and accountability of leaders to improve performance.
The document discusses different types of organizational structures that companies use, including functional, line, matrix, and line and staff structures. It provides details on the key features and advantages and disadvantages of each structure. The functional structure groups employees by specialized functions, while the line structure has a strict top-down hierarchy. The matrix structure combines functional and project-based reporting, and the line and staff structure adds specialized staff positions that advise line managers. Overall, the document aims to explain how organizational structures can help companies operate efficiently and achieve goals.
This document provides information on management of large organizations. It discusses characteristics of large organizations including number of employees, annual revenue, assets, locations, owners. It also discusses management functions like planning, organizing, leading, controlling, communicating and motivating. Key performance indicators for large organizations are also mentioned like profit, return on investment, staff turnover and customer satisfaction. The document also discusses management structures, goals and objectives, management styles, management skills and competencies.
This will help in organizing and managing the libraries.
you may visit some links:
FACEBOOK: http://www.facebook.com/highschoollibrary
YOUTUBE: http://www.youtube.com/channel/UCJbJMveoGw6TxlkJpvcnwkQ
BLOG: http://library998.wordpress.com
SLIDESHARE: www.slideshare.net/cristelcaisio/organizing-and-managing-libraries?related=1
TWITTER: https://twitter.com/HSlibrary07
This document discusses why management should be studied and provides an overview of key management concepts.
It begins by explaining that management is important to study because organizations impact our daily lives and we will all either manage or be managed. It then discusses some core management principles like the universality of management in all organizations.
The document also defines key terms like what an organization is, the different levels of managers, and operative employees. It describes management as coordinating work through people to be efficient and effective. The main functions of management that managers engage in are identified as planning, organizing, leading and controlling. Finally, it outlines important skills that successful managers possess such as conceptual, interpersonal, technical and political skills.
This document is a presentation on the topic of line and staff in public organizations. It begins with welcoming remarks and introducing the group members presenting. The overview section outlines the key concepts to be covered, including organizational hierarchy, line and staff concepts, the relationship between line and staff, and the merits and demerits of the line and staff structure. The body of the presentation then defines and explains organizational hierarchy, line and staff concepts and functions, the relationship and differences between line and staff, and the merits such as specialization and expert advice as well as demerits like potential conflicts and costs of the line and staff approach.
This document discusses key concepts related to organizing, including:
1. The nature and purpose of organizing including identifying activities, delegating authority, and establishing relationships.
2. Types of organization structures such as functional, divisional, and matrix structures.
3. Concepts like span of control, line and staff authority, and departmentation which are important for structuring organizations.
4. Key organizing processes such as delegation of authority and staffing.
Disruptive innovation describes a process where a product or service begins in simple, inexpensive applications and then improves in quality and performance until it meets the needs of mainstream customers, displacing existing options. Dell Computer grew rapidly by focusing on direct sales and building computers upon receiving customer orders rather than maintaining large inventories, allowing it to outcompete other PC manufacturers. Dell's success demonstrates how streamlining operations and targeting customer needs directly can enable a company to scale quickly through disruptive innovation.
Authority refers to the legitimate right to direct others and make decisions. It flows downward through the organizational hierarchy from high-level managers to lower-level employees. There are three main theories that explain the emergence of authority: the formal theory which sees it flowing from top to bottom positions; the acceptance theory which views it as relying on subordinates' acceptance; and the competence theory which ties it to managers' qualifications. Authority is limited by legal, physical, economic, and biological factors. Responsibility is the obligation to perform assigned duties and flows upward. Accountability is the liability for authority used and also flows upward through reporting requirements. Delegation involves transferring authority to subordinates while maintaining accountability.
The document discusses performance counseling and corrective action policies. It states that employees are expected to meet performance standards and conduct themselves professionally. When an employee's performance or conduct does not meet expectations, the company may take corrective action. It provides examples of performance or conduct issues that could warrant corrective action, such as excessive absences, failure to follow policies/procedures, or threatening behavior. The document advises managers to provide real-time feedback to employees and consult HR when more formal performance counseling or corrective action is needed to address issues.
This document discusses different approaches to counseling, including humanistic, behavioral, cognitive, psychoanalytic, constructionist, and systemic approaches. It explains that counseling aims to help individuals learn about themselves and their environment, as well as their relationship between the two. Counseling provides guidance to assist with personal adjustment, relationship issues, skills, behaviors, values, and problems like crime and substance abuse. Effective counseling is based on theoretical approaches that can be applied to problem solving.
This document outlines learning objectives related to understanding carbon footprints:
1) To understand the term carbon footprint and be able to evaluate information independently.
2) To be able to calculate one's own carbon footprint and explain how it can be reduced.
3) To provide context on carbon footprints through a classroom activity where students collect paper "worlds" to demonstrate their individual carbon footprint.
Vedika Infracon provides solid waste management solutions and services, including designing, developing, and manufacturing waste management systems. It offers turnkey and build-operate-transfer models for waste management projects of various sizes. Its solutions include waste segregation bins, composting, mulching, biogas generation, and pelletization to transform waste into resources. It aims to create a clean and green India while empowering waste pickers and farmers through skill development and use of organic fertilizers.
Store maintenance is a specialized field that requires a team to maintain retail stores. It involves keeping maintenance and repair costs on track through preventive maintenance programs and software to identify problem areas. Emergency services must be available 24/7/365. Store maintenance reporting solutions should be customized and cost effective programs implemented for items like fire extinguishers. Centralized and decentralized storage systems each have advantages and disadvantages for large operations. Centralized storage allows for better control while decentralized storage reduces handling and transportation costs but requires more space and staff.
The document discusses problems faced by women entrepreneurs in India. It outlines several challenges such as lack of access to financing and raw materials, family and social pressures, and gender inequality. The document also categorizes types of women entrepreneurs in India and provides examples. Finally, it recommends various measures to promote women's entrepreneurship like improving access to training, education and technology, and simplifying financial processes. The overall aim is to better support women entrepreneurs and harness their potential to boost the Indian economy.
Basics of logistics and supply chain.pptRenu Lamba
This document provides an overview of supply chain management and logistics. It defines logistics as planning and controlling the flow of materials and information to meet customer needs. Supply chain management is defined as integrating activities from sourcing to end users to achieve competitive advantage. The document outlines key logistics processes and how logistics interacts with and supports production and marketing functions. It also discusses how information technology can help achieve information and process integration across supply chain partners.
components of social work profession.pptxRenu Lamba
The document outlines the four basic elements of social work practice: knowledge, values and ethics, the social work process, and skills. It discusses that social workers must have knowledge of organizations, services, policies and research. They must uphold values of human rights, social justice, and professional integrity. The social work process involves working systematically and being able to justify methods. It also discusses the four categories of skills needed: thinking skills, sensory skills, combining thinking and sensory skills, and skills to support practice. The conclusion emphasizes that social work is about working with people as service users and colleagues to reflect on one's own practices, feelings, thoughts, and reactions.
The drug regulatory authority develops and implements legislation and regulations regarding pharmaceuticals to ensure drug quality, safety and efficacy. It establishes rules for drug manufacture, distribution, clinical trials and more. The key agencies are the Ministry of Health and Family Welfare, Central Drugs Standard Control Organization, Indian Pharmacopoeia Commission and National Pharmaceutical Pricing Authority. The CDSCO regulates drugs and medical devices in India under the Ministry of Health. State drug control organizations like the FDA Maharashtra enforce drug laws at the local level.
This document discusses change management and organizational change. It provides information on:
- The structured approach of change management to transition individuals, teams, and organizations to a desired future state through successful implementation of changes.
- How change management uses structures and tools to control change efforts and maximize benefits while minimizing negative impacts.
- Modern organizational change is often driven by external innovations or internal initiatives, and adapting quickly provides competitive advantages.
- Common reactions people have to organizational change like loss, confusion, fear and increased conflict.
- Strategies for managing change including communicating vision and benefits, addressing resistance, training, and monitoring implementation.
Process Mapping and Process Improvement 1111.pptxRenu Lamba
Business processes require cooperation between individuals with different skills. Processes are most effective when roles are clearly defined, individuals are trained, and everyone understands how their role fits into the overall process. Process modeling tools like flowcharts provide a way to visually describe processes so all involved understand it. Flowcharts originated with programmers and use simple graphical elements like operations, decisions, and directional arrows to map a process from start to finish.
The document discusses facility layout planning. It defines layout planning as deciding on the best physical arrangement of resources within a facility. It identifies four main types of layouts - process layouts, which group similar resources; product layouts, designed for specific products; hybrid layouts, combining aspects of process and product; and fixed-position layouts for large products. The document outlines steps for designing process and product layouts, and compares their characteristics. It also discusses hybrid layouts like group technology cells and highlights the importance of layout planning for efficient operations.
The document discusses Business Process Reengineering (BPR) initiatives at Bank of India and Mahindra & Mahindra. It provides details on the reasons for implementing BPR, teams involved, tools used, and impact. It also discusses BPR implementation at ICICI Bank to modernize systems and enable nationwide banking. The centralized Finacle system from Infosys allowed ICICI Bank to successfully scale operations to handle a 5.5 times growth in transactions.
Target developed an analytical model in the early 2000s to predict whether customers were pregnant based on transactional data. They were interested because expecting mothers represent a huge, price-insensitive market for mom and baby products. The model classified customers as pregnant or not pregnant, which is known as a classification problem in analytics. It required collecting, storing, and analyzing customer purchase data using database systems and software tools. Data science techniques like logistic regression and decision trees can be used to solve classification problems and find the best algorithm for a given problem.
The NITI Aayog replaced the Planning Commission as the premier think tank of the Indian government. It was formed to involve states more in the center's decision making through cooperative federalism. The NITI Aayog advises the government on social and economic policy issues and aims to foster participation and inclusive development. It is headed by the Prime Minister and includes the heads of all states and union territories.
This document discusses key concepts in measurement and scaling, including different types of scales and scaling techniques. It defines measurement as assigning numbers or symbols to characteristics according to rules. Scales are quantifying measures that arrange items progressively by value. There are four primary scales of measurement: nominal, ordinal, interval, and ratio scales. Scaling techniques can be comparative, involving direct comparisons, or noncomparative where objects are scaled independently. Examples of scaling techniques provided include paired comparisons, rank ordering, constant sum, rating scales like Likert and semantic differential, and graphic rating scales. The document also discusses evaluating scales based on reliability, which measures consistency, and validity, which measures accuracy. Reliability is a prerequisite for validity.
The document discusses the greenhouse effect, carbon footprint, and greenhouse gas emissions. It provides statistics on the percentage of greenhouse gas emissions by type and the top emitting countries. It also summarizes trends in carbon dioxide levels over time as measured in Hawaii, average global temperature changes compared to the 20th century, and methods for removing carbon dioxide from the atmosphere including carbon sinks in oceans, plants, and geological storage. The document aims to define carbon footprint and provide a way to determine an individual's carbon footprint.
The document provides an overview of strategic planning and strategic management concepts. It discusses two models of strategy - the industrial organization model which focuses on external environment and the resource-based view which focuses on internal resources. It then covers the strategic management process including developing a mission statement, analyzing the external environment and internal strengths/weaknesses, and establishing goals. It also discusses various corporate and business unit level strategies and how human resource strategies should align with and support the overall business strategy.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
Corporate innovation with Startups made simple with Pitchworks VC StudioGokul Rangarajan
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
Building Business Reslience
competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
2. o Organisation is designed on the basic of
principles of labour and span of management.
The success of the organisation depends upon
the experience and competence of the officers of
the organisation. Nature, scale and size of the
business are the normal factors which determine
forms of internal organisation. The following
common types of organisation find a place in
the structure of internal organisation.
3. o Line, Military or scalar
organisation
o Functional organisation
o Line and staff organisation
o Committee organisation
o Project organisation
o Matrix organisation
o Freeform organisation
4. o Line organisation is the simple and oldest
type of organisation followed in an
organisation. Under line organisation,
each department is generally a complete
self-contained unit.
o A separate person will look after the
activities of the department and he has
full control over the department.
5. o The same level executives do not give or receive
orders amongst themselves. But they receive
orders from their immediate boss and give orders
to their subordinates. Hence, all the heads are
responsible to the general manager, the general
manager, in turn, is responsible to the
shareholders who are the owners.
o This type of organisation is followed in the army on
the same pattern. So, it is called military
organisation. Under type of organisation, the line of
authority flows from the top to bottom vertically. So
6. o It consists of direct vertical relationships.
o Authority flows from top-level to level
to bottom level.
o Departmental heads are given full
freedom to control their departments.
o Each member knows from whom he
would get orders and to whom he
should give his orders.
7. o A senior member has direst command
over his subordinates.
o Operation of this system is very easy.
o Existence of direct relationship
between superiors and
subordinates.
o The superior takes decisions within the
scope of his authority
8. Advantages and
Disadvantages of
Line Organisation
Advantages of line organisation Disadvantages of line organisation
1. Simplicity 1. Lack of specification
2. Division of authority and
responsibility
2. Over loading
3. Unity of control 3. Lack of initiative
4. Speedy action 4. Scope for favoritism
5. Discipline 5. Dictatorial
6. Economical 6. Limited communication
7. Co-ordination 7. United administration
8. Direct communication 8. Subjective approach
9. Flexibility 9. Instability
10. Lack of co-ordination
9. o This type of organisation is suitable to small
size business units.
o Where the activities are of routine nature
or machine based.
o If the business activities are service mined.
o Where the number of persons working is
small
o The business operation is simple in nature.
o A business unit which has straight
methods of operations.
10. o Under line organisation, a single person is in
charge of all the activities of the concerned
department. The person in charge finds it
difficult to supervise all the activities efficiently.
11. o The reason is that the person does not
have enough capacity and required training.
Under functional organisation, various
specialists are for various functions
performed in an organisation. These
specialists will attend to the work which is
common to different functions of various
departments. Workers, under functional
organisation, receive instructions from
various specialists.
12. o The need for functional organisation
arises out of:
o The complexity of modern and large-
scale organisation
o A desire to use the specialization in full
and;
o To avoid the work-load of line managers
with complex problems and decision-
making
13. o The work is divided according to
specified functions.
o Authority is given to a specialist to give
orders and instructions in relation to
specific function.
o Functional authority has right and power
to give command throughout the line
with reference to his specified area.
14. Characteristics of functional
organisation
o The decision is taken only after making consultations with the
functional authority relating to his specialized area.
o The executives and supervisors discharge the responsibility of
functional authority.
- Route clerk
- instruction card clerk
- time and cost clerk
- Gang boss
- Speed boss
- Inspector
- Repair boss
- Disciplinarian
15. Advantages and
Disadvantages of
Functional Organisation
Advantages of
functional
organisation
Disadvantages of
functional organisation
o Benefit of specialization
o Application of expert knowledge
o Reducing the work load
o Efficiency
o Adequate supervision
o Relief to line executive
o Co-operation
o Economy
o Flexibility
o Mass production
o Complex relationship
o Discipline
o Over specialization
o Ineffective co-ordination
o Speed of action
o Centralization
o Lack of responsibility
o Increasing the overhead
expenses
o Poor administration
o Suitability of functional
organisation
16. o The line officers have authority to take
decisions and implement them to achieve
the objectives of the organisation.
o The line officers may be assisted by the
staff officers while framing the policies
and plans and taking decisions
organisation.
17. o The authority flows from top level to the
lower level of the organisation through the
line officers while the staff officers attached
to the various departments advise the
departments. The staff officers are not in a
position to compel the line officers to follow
the advice by them. Each department is
headed by a line officer who exercises full
authority regarding the planning.
19. o The staff officers assist the line officers in
the planning of business activity.
o The board of directors frames the policies of
the business on the basis of recommendations
given by the staff officers.
o The managers can get the advice from the staff
officers regarding the selection. ‘training’
placement and remuneration fixation the
personnel
20. o The staff officers give regarding the method of
improving the product, the technique of reducing
the cost of production, increasing the profits of the
concern.
o The staff officers prescribe the procedures to be
followed by the line officers in the execution of
policies and programs.
o Staff officers of a department help the manager in
the preparation of budget of the department.
o the staff officers may be called to solve the
administrative problems encountered by the line
officers in general.
21. o The staff officers have only theoretical
academic knowledge but not practical
knowledge.
o The staff officers go beyond their sphere of
activity and assume that they have line
officer’s authority.
o Much of the advice given by the staff
officers is impractical
o Since the staff officers unnecessary
increases the paperwork of the line officers.
22. o The staffs give advice without considering
the nature of business as a whole.
o Staff officers are very much interested
in becoming line officers of the
organisation rather than impairing
advice to them.
23. o Both line officers and staff officers should
clearly understand the nature of relationship
prevailing between them.
o A separate staff member should be appointed to
bring about co-operation between the line
officers and staff officers.
o The line officers should be encouraged to use the
advice of staff officers.
o Only qualified persons should be selected and
placed as staff officers.
24. o The staff officers should be convinced by the
line officers if their advice is not accepted
o The responsibility for results could be fixed on
both line officers and staff officers
o Only experienced persons alone should be
promoted as line executives..
o Remove the fear of the line officers and staff
officers whether the new ideas of advice would
be properly put into use or not.
25. Advantages of line and staff organisation Disadvantages of line and staff
organisation
Facilitates to work faster and better If powers are not defined then get confusion
Specialization is attained Line officers may reject advice without
any reason for their action
Enables to utilize experience and advice Staff officers are not responsible if
favorable results are not obtained.
Officers can take sound advice Difference between line and staff officers
will defeat the very purpose of
specialization
New technology or procedure can be
introduced without any dislocation
Line officers blame staff officers for
unfavorable results and want to get rewards
for favorable results
Promotes efficient functioning of line officers
Very good opportunity is made available to
young person to get training
26. o “ACommittee as a group of persons
either appointed or elected who are to
meet for the purpose of considering
matters assigned it”
Types of committee
o Advisory committee problem solving
committees
o Fast-finding committee
27. o Collect the necessary information from
different sources and arrange the
information orderly.
o The collected information is critically
analyzed.
o Draft a detailed report containing
the recommendations for the
purpose of implementation.
o Formulate the standard of performance for
the purpose of evolution of actual
performance in future.
28. Recommendations for efficient functioning of a
committee
Selection of
subject
matter
Committee
Role of
chairman
Preparation
for a meeting
Clear Objective
Role of
committee
Size of the
committee
Selection of
meeting
Follow up
evolution
29. o The project organisation idea was
developed after the second war.
o A project organisation can also be the
beginning of an organisation cycle. The
project may become a long term or
permanent effort that eventually
becomes a program or branch
organisation
30. o The Success of the project organisation
depends upon the co-ordination of
activities
o There is a grouping of a activities for
each project. It leads to the introduction
of a new line of a authority.
31. o The professionals are deputed for the project. But
there is an assurance of continuous work for the
professional in a project organisation.
o The decision is taken in the project organisation
under pressure of the top controls the staff in an
organisation.
o The top management does not extend its full co-
operation for the effective functioning of the project
organisation. Some hindrance may be caused by
the top management.
32. o “Any organisation that employs a multiple
command structure but also related support
mechanisms and an associated organizational
culture and behavior pattern” The matrix
organisation may be followed where a large of
small projects have to be managed.
33. o The principle of chain of command is not
followed in the matrix organisation. A project
manager should give his report to more than
one superior.
o There should be an agreement among the
managers regarding the authority of utilizing
the available resources. The term resources
include physical resources, financial resources
and human resources.
34. Merits and Demerits of Matrix
organisation
Merits of
Matrix
organization
Demerits of
matrix
organization
o Achievement of
objectives
o Best utilization
of resources
o Appropriate structure
o Flexibility
o Motivation
o Personal development
o Complex relationship
o Struggle for power
o Excessive, emphasis
on group decision-
making
o Arising conflict resolution
o Heterogeneous
35. o This type of organisation is formed
whenever a need arises to form an
organisation, for achieving a particular
object. it will be dissolved after achieving
the object of the organisation. The free
form organisation resembles the project
and matrix organisation. It otherwise
called organic or ratio organisation.