The document discusses various aspects of organizing and entrepreneurship within organizations. It covers formal and informal organization structures, departmental organization, span of management, intrapreneurs vs entrepreneurs, reengineering organizations, and the organizing process. Key factors that determine effective span of management and steps in the organizing process are outlined. An example is given of John Warnock and Charles Geschke as intrapreneurs at Adobe.
What Is Control and Why Is It Important?
Define control.
Contrast the three approaches to designing control systems.
Discuss the reasons why control is important.
The Control Process
Describe the three steps in the control process.
Tell why what is measured is more critical than how it’s measured.
Explain the three courses of action managers can take in controlling.
What Is Control and Why Is It Important?
Define control.
Contrast the three approaches to designing control systems.
Discuss the reasons why control is important.
The Control Process
Describe the three steps in the control process.
Tell why what is measured is more critical than how it’s measured.
Explain the three courses of action managers can take in controlling.
'The success or failure of any organisation relies on the performance of its employees at all levels. A key responsibility in almost any management role is setting targets for employees...'
The latest addition to our slide-deck library looks at 'Setting Targets'.
This ppt gives an insight about the types of organisational structures prevalent in today's world. I have explained the three types of organisational structures with their advantages and disadvantages.
INTRODUCTION TO MANAGEMENT
PRINCIPLES OF MANAGEMENT
PPT OF THE BOOK
Kathryn M. Bartol,
David C. Martin,
Management (latest edition),
MAIN TOPICS OF THE LECTURE ARE:
Management Theory,
Management Environment,
Managerial Decision Making
Declaration: The materials incorporated in this document have come from variety of sources and compiler bears no responsibilities for any information contained herein. The compiler acknowledges all the sources although references have not been explicitly cited for all the contents in this document.
CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01EngHosamAbdAlGaleil
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
For more videos, contact us on Whatsapp: 002-01226354671
CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01EngHosamAbdAlGaleil
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
For more videos, contact us on Whatsapp: 002-01226354671
'The success or failure of any organisation relies on the performance of its employees at all levels. A key responsibility in almost any management role is setting targets for employees...'
The latest addition to our slide-deck library looks at 'Setting Targets'.
This ppt gives an insight about the types of organisational structures prevalent in today's world. I have explained the three types of organisational structures with their advantages and disadvantages.
INTRODUCTION TO MANAGEMENT
PRINCIPLES OF MANAGEMENT
PPT OF THE BOOK
Kathryn M. Bartol,
David C. Martin,
Management (latest edition),
MAIN TOPICS OF THE LECTURE ARE:
Management Theory,
Management Environment,
Managerial Decision Making
Declaration: The materials incorporated in this document have come from variety of sources and compiler bears no responsibilities for any information contained herein. The compiler acknowledges all the sources although references have not been explicitly cited for all the contents in this document.
CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01EngHosamAbdAlGaleil
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
For more videos, contact us on Whatsapp: 002-01226354671
CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01EngHosamAbdAlGaleil
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
For more videos, contact us on Whatsapp: 002-01226354671
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
* For more videos, contact us on Whatsapp: 002-01226354671
Topics :
Nature and purpose
Formal and informal organization
Organization chart
Organization structure -Types
Line and staff authority
Departmentalization
Delegation of authority
Centralization and Decentralization
Job Design
Human Resource Management – HR Planning, Recruitment, Selection, Training and Development, Performance Management, Career planning and management.
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1. A Global and Entrepreneurial Perspective MANAGEMENT
2. PRINCIPLES OF MANAGEMENT Sr. No. Chapter No. Chapter Heading 1 1 Management: Science, Theory and Practice (27 th September 2010) 2 4 Essentials of Planning and Managing by Objectives (4 th Oct) 3 5 Strategies, Policies and Planning Premises (11 th Oct) 4 6 Decision Making (18 th Oct) 5 7 The Nature of Organizing, Entrepreneuring, and Reengineering 6 8 Organization Structure: Departmentation 7 9 Line/ Staff Authority, Empowerment and Decentralization 8 10 Effective Organizing and Organization Culture 9 14 Human Factors and Motivation 10 15 Leadership 11 16 Committees, Teams and Group Decision Making 12 18 The System and Process of Controlling Sessional Evaluation External Evaluation 15 15 20 50 50 Quiz per Class Assignment & Presentation Mid-term Total Sessional External Exam
3. The Nature of Organizing, Entrepreneuring, and Reengineering Chapter 5
10. PRINCIPLE OF THE SPAN OF MANAGEMENT There is a limit to the number of subordinates a manger can effectively supervise, but the exact number will depend upon the impact of the underlying factors
11. FACTORS DETERMINING AN EFFECTIVE SPAN Narrow span of management may be more effective when Wide span of management may be more effective when Little or no training of the subordinates Thorough training of the subordinates Inadequate or unclear authority delegation Clear delegation and well defined tasks Unclear plans for non repetitive operations Well- defined plans for repetitive operations Non verifiable objectives and standards Verifiable objectives and standards Use of poor or inappropriate communication techniques, including vague instructions Use of appropriate techniques, such as proper org structure and clear communication Ineffective interaction of superior and subordinate Effective interaction of superior and subordinate Greater number of specialities at lower and middle levels Greater number of specialities at upper levels Incompetent and untrained manager Competent and trained manager Complex task Simple task Subordinates’ unwillingness to assume responsibility and reasonable risks Subordinates’ willingness to assume responsibility and reasonable risks Immature subordinates Mature subordinates