The document discusses organizational structures and leadership styles. It describes functional, divisional, and flat organizational structures. Autocratic leadership is discussed as well as its advantages and disadvantages. The importance of internal and external stakeholders is also covered. Training and selecting staff are identified as important factors for organizational success.
The Processes Of Organization and Management82541223
The document discusses David Garvin's background and interests. It then summarizes three types of processes in organizations: work processes that create outputs for customers, administrative processes that support business operations, and behavioral/change processes related to decision making, communication, and organizational learning. Finally, it discusses the importance of managerial processes in getting work done through coordinating activities and engaging others.
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.
The document discusses various concepts related to organizing, including Henry Fayol's 14 principles of management, organizational structure, departmentalization, chain of command, authority, delegation, coordination, and decentralization vs centralization. It provides definitions and explanations of each concept, with examples to illustrate key points. The main ideas covered include dividing work into tasks, establishing clear lines of reporting, delegating responsibilities appropriately, integrating different units, and determining whether decision-making power is held at higher or lower levels.
The document defines organizational structure and organizational design. It discusses the key elements of organizational design including work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. It then covers the purposes of organizing and different types of departmentalization. The document also discusses mechanistic versus organic organizational structures and how contingency factors like strategy, size, technology, and environmental uncertainty influence organizational design decisions.
When a business' strategy changes, its structure needs to change with it. These 5 principles will help you design a structure that is aligned with your vision, values and business priorities.
The document discusses various theories and models of leadership. It covers the differences between leading and managing, sources of power in organizations, traits of effective leaders, and styles of leadership. Key leadership theories summarized include the path-goal theory, contingency model, substitutes for leadership theory, and Ohio State, Michigan, and Vroom decision-making models. The document provides an overview of important concepts in leadership studies.
Organizational structure by Aijaz AryanAijaz Aryan
This document discusses different types of organizational structures. It describes line organization as having clear lines of authority with managers having direct control over subordinates. A line and staff organization adds specialist staff managers who advise but do not command line managers. Functional organization groups activities by specialized functions like production and marketing. Divisional structure divides a large organization into autonomous business units. Matrix structure uses a combination of functional and project-based authority. The document also discusses departmentation, or dividing organizations into departments based on factors like functions, products, territories, customers, and processes.
The document provides an overview of the nature of organizations and management. It discusses key topics such as:
1. What constitutes an organization and the formal and informal structures within organizations. It also outlines principles of organization like division of labor, unity of command, and span of control.
2. The different forms an organization can take such as private, public, or cooperative enterprises.
3. Core concepts in management like the definition of management, goals of management in increasing productivity and effectiveness, and the key functions of planning, organizing, staffing, leading, and controlling.
4. Additional management topics like types of managers based on hierarchy and function, necessary managerial skills, and roles and responsibilities of managers
The Processes Of Organization and Management82541223
The document discusses David Garvin's background and interests. It then summarizes three types of processes in organizations: work processes that create outputs for customers, administrative processes that support business operations, and behavioral/change processes related to decision making, communication, and organizational learning. Finally, it discusses the importance of managerial processes in getting work done through coordinating activities and engaging others.
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.
The document discusses various concepts related to organizing, including Henry Fayol's 14 principles of management, organizational structure, departmentalization, chain of command, authority, delegation, coordination, and decentralization vs centralization. It provides definitions and explanations of each concept, with examples to illustrate key points. The main ideas covered include dividing work into tasks, establishing clear lines of reporting, delegating responsibilities appropriately, integrating different units, and determining whether decision-making power is held at higher or lower levels.
The document defines organizational structure and organizational design. It discusses the key elements of organizational design including work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. It then covers the purposes of organizing and different types of departmentalization. The document also discusses mechanistic versus organic organizational structures and how contingency factors like strategy, size, technology, and environmental uncertainty influence organizational design decisions.
When a business' strategy changes, its structure needs to change with it. These 5 principles will help you design a structure that is aligned with your vision, values and business priorities.
The document discusses various theories and models of leadership. It covers the differences between leading and managing, sources of power in organizations, traits of effective leaders, and styles of leadership. Key leadership theories summarized include the path-goal theory, contingency model, substitutes for leadership theory, and Ohio State, Michigan, and Vroom decision-making models. The document provides an overview of important concepts in leadership studies.
Organizational structure by Aijaz AryanAijaz Aryan
This document discusses different types of organizational structures. It describes line organization as having clear lines of authority with managers having direct control over subordinates. A line and staff organization adds specialist staff managers who advise but do not command line managers. Functional organization groups activities by specialized functions like production and marketing. Divisional structure divides a large organization into autonomous business units. Matrix structure uses a combination of functional and project-based authority. The document also discusses departmentation, or dividing organizations into departments based on factors like functions, products, territories, customers, and processes.
The document provides an overview of the nature of organizations and management. It discusses key topics such as:
1. What constitutes an organization and the formal and informal structures within organizations. It also outlines principles of organization like division of labor, unity of command, and span of control.
2. The different forms an organization can take such as private, public, or cooperative enterprises.
3. Core concepts in management like the definition of management, goals of management in increasing productivity and effectiveness, and the key functions of planning, organizing, staffing, leading, and controlling.
4. Additional management topics like types of managers based on hierarchy and function, necessary managerial skills, and roles and responsibilities of managers
The document discusses organizational structure and different types of structures. It explains that an organizational structure determines relationships between functions and positions, delegates roles and responsibilities, and arranges lines of authority and communication. The main types of structures discussed are tall, flat, virtual, and boundaryless structures. Tall structures have many management levels while flat structures focus on empowering employees. Virtual structures use technology to connect people who interact electronically. Boundaryless structures are flexible and encourage integration.
Fundamentals of organizational structure pptSubhamMalik
The document discusses organizational structure and its key components. It describes 7 main components that determine structure: work specialization, departmentalization, hierarchy levels, chain of command, span of control, decision making regarding centralization and decentralization, and level of formalization. It provides examples of different types of departmentalization and discusses considerations for optimal organizational design such as functional vs. divisional vs. matrix structures.
This document discusses organizational structures and cultures. It covers common organizational designs like simple, bureaucratic and matrix structures. It also discusses elements of organizational structure such as work specialization, chain of command, and departmentalization. Additionally, it examines characteristics, functions and types of organizational culture, including dominant and subcultures. Organizational culture influences behaviors and provides a sense of identity and commitment, though it can also act as a barrier to change, diversity and mergers.
Our Leadership in Action leadership development program focuses on producing leaders who will behave in new ways that can improve engagement and discretionary effort in their organizations. This presentation outlines how we produce behavior change in leaders.
This document discusses teams and team effectiveness. It describes different types of teams including formal, informal, command, and committee teams. Characteristics of effective teams include clear purpose, self-awareness, performance goals, informal atmosphere, participation in discussions, agreement on decisions, and individuals carrying their weight. Leadership roles involve directing, coaching, supporting, and delegating. Stages of team development include forming, storming, norming, and performing. Guidelines for effective meetings include distributing agendas in advance, starting and ending on time, clarifying authority, and selecting an effective chairperson. Conflict can be constructive if managed properly to improve solutions and change, but groupthink should be avoided. Defining team charters supports performance and establishes
The document discusses project organization and staffing. It describes different types of organizational structures like functional, project-based, and matrix organizations. It outlines key roles in project organizations like project managers, team members, and functional managers. It also discusses groups, teams, and committees. Project managers have responsibilities like defining scope, identifying stakeholders, developing work breakdown structures, and reporting status. Team members are responsible for completing assigned tasks. The document also covers topics like contracting, tendering, and contractor selection for projects.
The document discusses different types of organizational structures, including hierarchical, flatter, flat, and flatarchies structures. It provides details on the key elements and characteristics of each structure type. Hierarchical structures are described as traditional top-down models with clear lines of authority, while flatter structures aim to reduce layers and promote more open communication and collaboration. Flat structures eliminate titles and managers entirely, though they are not practical for large organizations. Flatarchies combine some hierarchical and flat elements with dynamic, project-based team structures.
An organization is a group of individuals working together toward common goals. As an organization increases in size, the need for a well-defined structure also increases. Organizing involves deciding how to best group activities and resources, while organizational structure refers to the patterns and groups of jobs. There are various elements that make up organizational structure, including division of labor, chain of command, and span of control. Managers make design decisions around how to divide tasks, group jobs, set reporting relationships, and distribute authority.
Interventions are planned actions intended to help an organization improve performance and effectiveness. They are derived from careful diagnosis to resolve specific problems. Interventions can be standardized programs used across many organizations or unique programs tailored to a specific organization. The goal is to improve the fit between individuals, the organization, and the environment through collaboration and participation. Effective interventions disrupt the status quo to drive planned change, fit organizational needs based on valid information, enhance the ability to manage future change, and consider readiness, capabilities, culture, and the change agent's skills.
This document discusses different types of organization structures, including line, functional, line and staff, matrix, and committee structures. It provides details on the key characteristics of each structure and lists their main advantages and disadvantages. The main types covered are line (simplest form with owner making decisions), functional (divided by specialized functions), line and staff (combines line executives and staff experts), matrix (divided by functions and projects), and committee (group discusses problems and solutions).
collection of people working together under a division of labor and a hierarchy of authority to achieve a common goal
- The second managerial function after planning process.
- Need large number of workers to require a supervisor.
Organizations facilitate greater accomplishment of work by groups.
Manager develops order, promotes cooperation among workers, and fosters productivity
Major component: position, task responsibilities, &Relation ships.
The document discusses various aspects of organizational design and structure. It begins by listing four presenters and their employee IDs. It then covers topics such as work specialization, organizational design elements like authority, departmentalization, chain of command, span of control and alternatives to specialization. The key aspects of work specialization include breaking down jobs into discrete tasks and having workers focus on specific skills. While specialization increases efficiency, it can also lead to monotony and loss of flexibility. The document discusses alternatives like job rotation, enlargement and enrichment to address the disadvantages.
This document provides an overview of organizing concepts including:
1. It defines organizing as the process of arranging work, authority, and resources to achieve goals.
2. It discusses principles of organizing like unity of command, span of control, and coordination.
3. It covers organizational architecture including functional, multidivisional, geographic, and matrix structures.
This document summarizes a student project on authority relationships. It defines authority, responsibility, and accountability and explains how they are interrelated. It describes three types of authority: line authority, staff authority, and functional authority. It also discusses decentralization of authority, delegation of authority, and recentralization of authority. Examples of authority relationships at the Ritz-Carlton hotel are provided to illustrate empowering employees through delegation.
This document discusses organizational structure and design. It defines key concepts like organizing, organizational structure, organizational charts, and purposes of organizing like dividing work and coordinating tasks. It also outlines six elements of organizational design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common structures like simple, bureaucracy, and matrix are explained. Factors that influence centralization and ways to create a positive organizational culture are provided.
Teams have become popular because they can outperform individuals on complex tasks, better utilize employee talents, and increase employee motivation. There are two main types of teams - work groups that share information to help members perform individual tasks, and work teams that generate synergy through coordinated effort towards a common goal and achieve performance greater than the sum of individual inputs. The four main types of teams are problem-solving teams that share ideas to improve work processes, self-managed teams of 10-15 employees that take on supervisory responsibilities in addition to tasks, cross-functional teams with diverse members from different areas that develop new ideas, and virtual teams tied together through technology to achieve goals despite physical distance.
The document discusses various factors that influence organizational structure such as environment, strategy, technology, and human resources. It also examines different types of organizational structures including functional, divisional, matrix, and network structures. The goal of organizational design is to establish relationships between employees that allow the organization to achieve its objectives.
The document discusses centralization and decentralization in organizational structure, noting that centralization refers to higher-level managers making most decisions while decentralization distributes decision-making throughout the organization. It provides factors that influence whether an organization centralizes or decentralizes decision-making authority and indicates there has been a shift toward more decentralization as organizations seek flexibility. The document also covers formalization in organizational structure and its advantages and disadvantages.
The document discusses organizational structure and design. It covers key elements of organizational design including work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. It also discusses traditional and contemporary organizational designs such as functional, divisional, team, matrix, and boundaryless structures. Additionally, it addresses challenges of designing organizations to keep employees connected, build a learning organization, and manage global structural issues.
O documento explica o que é pressão alta, como o sangue circula pelo corpo impulsionado pelo coração, e como a pressão arterial aumenta quando as artérias ficam estreitas, forçando o coração a bombear com mais pressão. Também discute como controlar a pressão alta através de exercícios, dieta e medicamentos.
Los paquetes de software son conjuntos de programas predesarrollados y disponibles comercialmente que eliminan la necesidad de escribir software desde cero para ciertas funciones. El software de productividad incluye herramientas como procesadores de texto, hojas de cálculo y software de administración de datos, y son las herramientas de software más utilizadas por empresas y usuarios. Los paquetes integrados proporcionan dos o más aplicaciones como procesamiento de texto y hojas de cálculo con una fácil transferencia de datos.
The document discusses organizational structure and different types of structures. It explains that an organizational structure determines relationships between functions and positions, delegates roles and responsibilities, and arranges lines of authority and communication. The main types of structures discussed are tall, flat, virtual, and boundaryless structures. Tall structures have many management levels while flat structures focus on empowering employees. Virtual structures use technology to connect people who interact electronically. Boundaryless structures are flexible and encourage integration.
Fundamentals of organizational structure pptSubhamMalik
The document discusses organizational structure and its key components. It describes 7 main components that determine structure: work specialization, departmentalization, hierarchy levels, chain of command, span of control, decision making regarding centralization and decentralization, and level of formalization. It provides examples of different types of departmentalization and discusses considerations for optimal organizational design such as functional vs. divisional vs. matrix structures.
This document discusses organizational structures and cultures. It covers common organizational designs like simple, bureaucratic and matrix structures. It also discusses elements of organizational structure such as work specialization, chain of command, and departmentalization. Additionally, it examines characteristics, functions and types of organizational culture, including dominant and subcultures. Organizational culture influences behaviors and provides a sense of identity and commitment, though it can also act as a barrier to change, diversity and mergers.
Our Leadership in Action leadership development program focuses on producing leaders who will behave in new ways that can improve engagement and discretionary effort in their organizations. This presentation outlines how we produce behavior change in leaders.
This document discusses teams and team effectiveness. It describes different types of teams including formal, informal, command, and committee teams. Characteristics of effective teams include clear purpose, self-awareness, performance goals, informal atmosphere, participation in discussions, agreement on decisions, and individuals carrying their weight. Leadership roles involve directing, coaching, supporting, and delegating. Stages of team development include forming, storming, norming, and performing. Guidelines for effective meetings include distributing agendas in advance, starting and ending on time, clarifying authority, and selecting an effective chairperson. Conflict can be constructive if managed properly to improve solutions and change, but groupthink should be avoided. Defining team charters supports performance and establishes
The document discusses project organization and staffing. It describes different types of organizational structures like functional, project-based, and matrix organizations. It outlines key roles in project organizations like project managers, team members, and functional managers. It also discusses groups, teams, and committees. Project managers have responsibilities like defining scope, identifying stakeholders, developing work breakdown structures, and reporting status. Team members are responsible for completing assigned tasks. The document also covers topics like contracting, tendering, and contractor selection for projects.
The document discusses different types of organizational structures, including hierarchical, flatter, flat, and flatarchies structures. It provides details on the key elements and characteristics of each structure type. Hierarchical structures are described as traditional top-down models with clear lines of authority, while flatter structures aim to reduce layers and promote more open communication and collaboration. Flat structures eliminate titles and managers entirely, though they are not practical for large organizations. Flatarchies combine some hierarchical and flat elements with dynamic, project-based team structures.
An organization is a group of individuals working together toward common goals. As an organization increases in size, the need for a well-defined structure also increases. Organizing involves deciding how to best group activities and resources, while organizational structure refers to the patterns and groups of jobs. There are various elements that make up organizational structure, including division of labor, chain of command, and span of control. Managers make design decisions around how to divide tasks, group jobs, set reporting relationships, and distribute authority.
Interventions are planned actions intended to help an organization improve performance and effectiveness. They are derived from careful diagnosis to resolve specific problems. Interventions can be standardized programs used across many organizations or unique programs tailored to a specific organization. The goal is to improve the fit between individuals, the organization, and the environment through collaboration and participation. Effective interventions disrupt the status quo to drive planned change, fit organizational needs based on valid information, enhance the ability to manage future change, and consider readiness, capabilities, culture, and the change agent's skills.
This document discusses different types of organization structures, including line, functional, line and staff, matrix, and committee structures. It provides details on the key characteristics of each structure and lists their main advantages and disadvantages. The main types covered are line (simplest form with owner making decisions), functional (divided by specialized functions), line and staff (combines line executives and staff experts), matrix (divided by functions and projects), and committee (group discusses problems and solutions).
collection of people working together under a division of labor and a hierarchy of authority to achieve a common goal
- The second managerial function after planning process.
- Need large number of workers to require a supervisor.
Organizations facilitate greater accomplishment of work by groups.
Manager develops order, promotes cooperation among workers, and fosters productivity
Major component: position, task responsibilities, &Relation ships.
The document discusses various aspects of organizational design and structure. It begins by listing four presenters and their employee IDs. It then covers topics such as work specialization, organizational design elements like authority, departmentalization, chain of command, span of control and alternatives to specialization. The key aspects of work specialization include breaking down jobs into discrete tasks and having workers focus on specific skills. While specialization increases efficiency, it can also lead to monotony and loss of flexibility. The document discusses alternatives like job rotation, enlargement and enrichment to address the disadvantages.
This document provides an overview of organizing concepts including:
1. It defines organizing as the process of arranging work, authority, and resources to achieve goals.
2. It discusses principles of organizing like unity of command, span of control, and coordination.
3. It covers organizational architecture including functional, multidivisional, geographic, and matrix structures.
This document summarizes a student project on authority relationships. It defines authority, responsibility, and accountability and explains how they are interrelated. It describes three types of authority: line authority, staff authority, and functional authority. It also discusses decentralization of authority, delegation of authority, and recentralization of authority. Examples of authority relationships at the Ritz-Carlton hotel are provided to illustrate empowering employees through delegation.
This document discusses organizational structure and design. It defines key concepts like organizing, organizational structure, organizational charts, and purposes of organizing like dividing work and coordinating tasks. It also outlines six elements of organizational design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common structures like simple, bureaucracy, and matrix are explained. Factors that influence centralization and ways to create a positive organizational culture are provided.
Teams have become popular because they can outperform individuals on complex tasks, better utilize employee talents, and increase employee motivation. There are two main types of teams - work groups that share information to help members perform individual tasks, and work teams that generate synergy through coordinated effort towards a common goal and achieve performance greater than the sum of individual inputs. The four main types of teams are problem-solving teams that share ideas to improve work processes, self-managed teams of 10-15 employees that take on supervisory responsibilities in addition to tasks, cross-functional teams with diverse members from different areas that develop new ideas, and virtual teams tied together through technology to achieve goals despite physical distance.
The document discusses various factors that influence organizational structure such as environment, strategy, technology, and human resources. It also examines different types of organizational structures including functional, divisional, matrix, and network structures. The goal of organizational design is to establish relationships between employees that allow the organization to achieve its objectives.
The document discusses centralization and decentralization in organizational structure, noting that centralization refers to higher-level managers making most decisions while decentralization distributes decision-making throughout the organization. It provides factors that influence whether an organization centralizes or decentralizes decision-making authority and indicates there has been a shift toward more decentralization as organizations seek flexibility. The document also covers formalization in organizational structure and its advantages and disadvantages.
The document discusses organizational structure and design. It covers key elements of organizational design including work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. It also discusses traditional and contemporary organizational designs such as functional, divisional, team, matrix, and boundaryless structures. Additionally, it addresses challenges of designing organizations to keep employees connected, build a learning organization, and manage global structural issues.
O documento explica o que é pressão alta, como o sangue circula pelo corpo impulsionado pelo coração, e como a pressão arterial aumenta quando as artérias ficam estreitas, forçando o coração a bombear com mais pressão. Também discute como controlar a pressão alta através de exercícios, dieta e medicamentos.
Los paquetes de software son conjuntos de programas predesarrollados y disponibles comercialmente que eliminan la necesidad de escribir software desde cero para ciertas funciones. El software de productividad incluye herramientas como procesadores de texto, hojas de cálculo y software de administración de datos, y son las herramientas de software más utilizadas por empresas y usuarios. Los paquetes integrados proporcionan dos o más aplicaciones como procesamiento de texto y hojas de cálculo con una fácil transferencia de datos.
O documento discute a visão empreendedora sobre o Sistema Público de Escrituração Digital (SPED), com foco em compreender os riscos e oportunidades do SPED para as empresas. O autor descreve como o SPED integra documentos fiscais digitais, livros contábeis e fiscais digitais em um ecossistema fiscal, e como isso pode ser aproveitado strategicamente pelos empreendedores.
1. The document provides information on using Twitter for job searching, including suggestions for accounts to follow that post job listings.
2. Examples are given of hashtags and Twitter accounts organized by industry, job type, and region that can be used to find potential job opportunities.
3. Additional resources and tips are provided on using Twitter to increase visibility and brand recognition as part of a job search strategy.
O documento explica que a pressão alta ocorre quando as artérias ficam estreitas, fazendo com que o coração precise bombear o sangue com mais força. Isso ocorre porque quanto mais estreita a artéria, maior a resistência à passagem do sangue. Logo, medicamentos para pressão alta dilatam as artérias para reduzir a resistência.
Obrigado pela oportunidade de resumir este documento, porém acredito que seria antiético resumir um trabalho acadêmico sem permissão dos autores. Sugiro que entre em contato com eles diretamente caso precise de um resumo.
The document discusses the differences between leadership and management, various leadership styles such as autocratic, paternalistic, and democratic, theories like McGregor's Theory X and Y and Drucker's management by objectives approach, and issues related to team-based leadership, single status, delegation, and consultation. It provides details on what leaders and managers do, qualities of good leaders, advantages and disadvantages of different leadership approaches, and factors that influence leadership in organizations.
A beginner's perspective and overview of the fundamental concepts of management in a business and non-business environment. Good for 1-day training for non-business majors.
The document discusses various leadership theories and approaches including:
1. The behavioral approach which looked at what effective leaders do through studies identifying two types of behaviors - structure and consideration.
2. Contingency theories which emphasize that a leader's effectiveness depends on how well their style fits the situation, such as the Fiedler model, path-goal theory, and Vroom-Yetton decision model.
3. Transformational leadership which inspires followers and transforms organizations through vision, motivation, intellectual stimulation and individual consideration.
The document also briefly touches on servant leadership, superleadership, stewardship, and entrepreneurial leadership.
This chapter discusses key concepts in management including defining management and necessary managerial skills. It explains the importance of vision and ethics in guiding an organization. Various types of planning are described including strategic, tactical, and operational planning. The strategic planning process is outlined. Decision making and different leadership styles are contrasted. The meaning and impact of corporate culture on an organization is defined. Various forms of departmentalization and organizational structures are identified.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
The document provides information on the role of a team leader in developing an effective team. It discusses that a team leader should provide guidance, delegate work, oversee progress, coach team members, and serve as a mentor. Additionally, the leader must understand their role and perform it properly to help the team produce well and become an efficient part of the company. Some key responsibilities of a leader include resolving conflicts, setting direction, serving as a spokesperson, setting an example, and managing colleagues effectively through clear communication, building trust, and showing respect.
The document discusses the importance and definitions of leadership. It states that leadership is key to success in organizations and that a leader influences others to achieve goals. It then covers different leadership theories including trait, behavioral, situational, and relationship theories. It also discusses the differences between leadership and management.
Leadership is defined as the ability to influence others towards achieving goals. It involves directing and guiding subordinates through both personal qualities and formal managerial role. There are different styles of leadership such as autocratic, where the leader has full control, and democratic, where the leader involves subordinates in decision making. Effective leadership depends on adapting one's style to the specific situation.
Organisational Structures - Basic Issues and Classical Responses.pptxPriyambadaChoubey1
This document discusses different types of organizational structures and common organizational issues. It describes seven main types of organizational structures - hierarchical, functional, horizontal/flat, divisional, matrix, team-based, and network. It then discusses seven common organizational issues - high turnover, low productivity, poor process management, unclear roles, low customer satisfaction, lack of innovation, and poor teamwork. For each issue, it provides potential causes and solutions organizations can implement to overcome them. The document emphasizes the importance of identifying and resolving organizational issues to create a healthier work environment and increase business performance.
The document discusses key concepts in organizing, including:
1) The definition of an organization as the coordination of people's activities to achieve common goals through division of labor and authority hierarchies.
2) The organizing process involves identifying activities, grouping them, assigning duties, and delegating authority.
3) Important determinants of organizational structure include goals, strategy, size, technology, and the external environment.
4) Span of management refers to the number of direct reports a manager has, which is determined by factors like the work, technology, abilities of managers and subordinates, and degree of decentralization.
K5 Consulting provides business support and consultancy services including business coaching and interim assignments for small to medium sized businesses across London and surrounding counties. Their services help clients with management, leadership, team building and other operational aspects of running a business. Effective management requires setting objectives, planning, control and coordination of resources while leadership involves influencing others to achieve goals. There are different styles of leadership such as autocratic, paternalistic and democratic. Factors like teamwork, communication and delegation also impact leadership approaches within an organization.
There are 5 different leadership styles discussed in the document: laissez-faire, autocratic, participative, transactional, and transformational. Each style has advantages and disadvantages that depend on the culture and goals of the organization. For example, the laissez-faire style provides no supervision which can hinder production, while the autocratic style benefits employees who require close supervision but not those who thrive on group work. The participative style boosts morale but can be slow for quick decisions, and the transactional style uses rewards and punishments based on performance goals. The transformational style relies on communication from leaders to motivate employees and meet organizational goals.
The document provides an overview of leadership principles and techniques for quality professionals preparing for the CQE exam. It discusses key concepts like Maslow's hierarchy of needs, types of teams commonly used in quality initiatives, and the stages of team development. The document also provides guidance for leading quality projects and emphasizes the importance of clear communication and modeling high-quality work.
MB0038 – Management Process and Organization Behaviorswejs
This document discusses managerial roles and skills. It begins by defining key terms like organization, managers, and managerial roles. It then outlines Mintzberg's three categories of managerial roles: informational, decisional, and interpersonal. Within each category are sub-roles that managers fulfill, such as monitor, spokesperson, entrepreneur, and liaison. Next, it discusses three essential management skills according to Katz: technical, human, and conceptual skills. The document then provides tips for improving management skills and discusses methods for shaping employee behavior, including positive reinforcement, negative reinforcement, punishment, and extinction. Factors that influence perception are also outlined, such as characteristics of the perceiver, target, and situational context.
Managers and leaders both play important roles in organizations. While managers focus on administrative tasks like planning and organizing, leadership involves inspiring and guiding a group to achieve its goals. Effective leadership depends on the situation and adapting one's style. Several models attempt to explain the relationship between leadership style and situational factors like task structure and subordinate maturity. Overall, there is no single best leadership style - the approach should match the demands of the specific organizational context.
Organizational Behavior business case project. Understanding consumer behavior is the key to success in business. No matter internal with employees or external with supply chains, customers, distributers, a structure of team, the culture, and the policy are elements might influence working-efficiency or even entire company.
MB0038 – Management Process and Organization Behaviorswejs
This document provides an overview of management processes and organization behavior for a Master of Business Administration program. It discusses managerial roles and skills, including monitoring work, integrating efforts, and providing leadership. It describes the three main roles according to Mintzberg as informational, decisional, and interpersonal. Technical, human, and conceptual skills are also outlined. Methods for shaping employee behavior are discussed, including positive reinforcement through rewards and negative reinforcement by removing rewards for undesired behavior.
Dr. Dereje- 8 Module Eight- Leadership and Management- Feb 2022.pptDerejeBayissa2
The document discusses concepts of leadership, management, and team building. It defines leadership as enabling others to achieve results, and management as accomplishing objectives through effective use of resources. Effective leaders scan environments, focus efforts, align people, and inspire others. Effective managers plan, organize, implement, and monitor/evaluate. High performing leadership involves vision creation, task allocation, team building, motivation, and people development. The development of effective teams progresses through forming, storming, norming, performing, and mourning stages. Building balanced teams with diverse skills and keeping all members engaged are important for success.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
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5. Organisations can be structured in
different ways:
By function
By regional area
By Product
Into work teams
6.
7. The three structures show that the organisation is
lead by the general manager who has authority
over other staff because he is at the top. Therefore,
the structure is an organisational structure
The structures have a functional structure because
each manager is in charge of a certain functional
unit. For example the Admin manager is in charge
of the Clerks. Hoovers street and Servis Avenue
both have a flat structure.
8. Advantages:
Maximises functional performance- the functional
units are managed by leaders who have full knowledge
and experience in that area
Cultivates specialists- it encourages career
development of an individual in a specific field
Disadvantages
Slow response- the functional unit cannot respond fast
to circumstances as all the power and authority is
based at the top management level who has more
knowledge
Poor accountability- There is a weak link between
product and functional units. One part of the unit may
not be so profitable even though they help running the
organisation.
9. The structure of the Advantages of flat
organisation can structure:
depend on the size of Quick decisions and actions
can be taken as there are
the organisation. few levels of management
levels
There is fast and clear
communication in few
levels
Disadvantages:
Problems of team work
because there are many
sub-ordinates under a
single manager
Problems of co-ordination
between sub-ordinates
10.
11. By looking at three structure we can tell there is an autocratic leadership
used
Leaders are defined as those who ‘consistently make effective
contributions to social order, and who are expected to do so’ (Hosking
and Morley 1988)
For the organisation to be successful the leadership style must be
effective. Leadership is fundamentally a social phenomenon and social
interaction is required for example face to face meetings. Secondly It has
the effect of structuring activities and relationship. Third, a participant
must be perceived as a prominent individual: primarily they will be
recognised as of higher status in terms of their contribution to influence
other people.
An Autocratic leadership which is when an individual e.g. manager has
more power then the staff in decision making. This type of leadership
involves authority over a group. Autocratic leaders also tend to make
decisions on their own judgments , they may take advice from their
followers but will always have a stronger position (Cherry. K, 2011)
12. Advantages: Disadvantages:
It works positively in The leader has all the
emergency and authority but the team
stressful circumstances members have little
An autocratic person input
can command the rest It is important to take
of the group on a employees advice into
decision and can lead to account due to House
success as team path goal theory and a
members depend on good leader is one who
each other to make takes it’s employees
decisions opinion whilst making
decisions.
When leading we will adopt a different leadership style like a
democratic leadership which allows team members advice to be
taken into consideration and team agreement matters in this
style. To be successful we will need to arrange meetings and so
13. • Leader should let sub-ordinates know
what is expected
• Leader should be precise about the
Leader Directiveness task
• Be able to maintain standards of
performance
• All group members should be treated
equally
• The leader should have a friendly
Leader supportiveness approach to it’s team members
• The leader should be aware of
everyone's need
• Look for improvement in performance
Leader achievement- • Challenging goals should be set
• Have faith in all member's so they can
orientedness
perform the best of their ability
& • Leader should ask for advice from the
Leader participativeness team members regularly
• Should take team members suggestion
into account when making decisions.
14. When building teams, motivation is important
The first step to building a team is bring the
right people forward to form it. Managers
should be able to choose the right people to
work with as this will have an effect on their
organisation strategy.
To have a successful staffing structure we
can adopt the House path goal theory
15.
16. The Candy road structure forms a tall structure. There is a long
chain of command and the management levels in this structure
increase which means that span of control decreases.
Advantages will be that there is a narrow span of control
There is a clear management structure
The function of each layer will be distinct and clear
Clear progression and promotion ladder
Disadvantage associated with tall organisational structures are:
The freedom and responsibility of employees is restricted
Decision making may take longer as approval may be needed by
each of the layers of authority
Communication has to take place through many layers of the
management
There are high management costs because managers are generally
paid more then sub-ordinates
In the future we may have to change the Candy Road structure into a
flat structure as a tall structure is very time consuming. A flat structure
would be more suitable.
17. In the current structures the General manager has a responsibility in
recruiting new appointments and staff, He selects candidates.
A Human resource manger can be recruited in order to be responsible
for recruiting new staff. We will recruit local people
David C Wilson & Robert H Rosenfeld (1997) Selection is a systematic
attempt to make a very complex decision. There are a number of
standard selection techniques for managers to use:
Psychological testing
Physical testing
Interviews
Assessment centres
Familiarization courses
A job description is useful which allows managers to specify the
characteristics and skill level required by applicants for the job. Job
descriptions will also indicate age, level of education, formal
qualification, level of previous training, experience, physical
characteristics, dexterity, literacy and numeracy. This enables managers
to select their applicants carefully.
18. We will train our staff!
David C Wilson & Robert H Rosenfeld (1997) Training is a systematic
process whereby an individual learns skills, abilities, and knowledge to
further both organisational and personal goals.
Once demands of a specific job change, then employees will be asked
for more skills, this is where training comes into place.
On site training- Employees train in the actual work environment itself.
This can be expensive by slowing production and potentially dangerous.
Advantages of this is that it is cost effective as employees are productive
they get the opportunity to learn and have a opportunity to train alongside
real colleagues
However, the learning environment may not be so conductive and the
quality depends on the trainer and time available
Off site training- this is training that takes place away from the
workplace.
Advantages are it takes stress of the employer as they are away from
their work place
Disadvantage is that the cost is higher as equipment will cost.
19.
20. Internal stakeholders- within the business
Employees
Managers
Owners/ shareholders
External stakeholders- outside the business
Customers
Suppliers
government
A Stakeholder is a person, group, or organization that has
direct or indirect stake in an organization because it can
affect or be affected by the organization's actions, objectives,
and policies. Key stakeholders in a business organization
include creditors, customers, directors, employees,
government (and its agencies), owners (shareholders),
suppliers, unions, and the community from which the
business draws its resources.
21. Laundrette can be affected by many stakeholders:
Government is a stakeholder, so it is very important to keep a
good relationship with them and keep them informed on the
business project and activities as they can help support the
organisation. If government quality becomes insufficient it can
cause grievances .
Feedback from employees about the concerns of the local
community can be useful for the company. Companies should
keep their employees informed and involve them in the
company's stakeholder strategy.
Community members can have public meetings as this enables
them to have an input in the organisation and so this will effect
the outcome of decisions
Past stakeholder information and consultation can be looked at
as this can reduce risks occurring in the business, liabilities and
issues which need to be resolved can be achieved.
Stakeholders should be kept informed at all stages and kept
satisfied because they are what an organisation needs.
22. Kendra Cherry (2001) What Is Autocratic Leadership? Available at:
http://psychology.about.com/od/leadership/f/autocratic-
leadership.htm (Access: 20th November 2011)
David C Wilson & Robert H Rosenfeld (1997) Managing Organisation.
McGraw-Hill publishing company
Ros Jay (2003) How to build a Great Team. Pearson Education
Stakeholder Identification and Analysis Available at:
http://www.ifc.org/ifcext/enviro.nsf/AttachmentsByTitle/p_StakeholderE
ngagement_PartOne_StakeholderIdentification/$FILE/PartOne_Stakehold
erIdentification.pdf (Accessed:24th November 2011)
Gaurav Akrani (2011) Flat Organisation Structure - Advantages and
Disadvantages Available at: http://kalyan-
city.blogspot.com/2011/06/flat-organisation-structure-
advantages.html (Accessed at: 21st November)
Ashim Gupta (2009) Functional vs. Divisional Structure. Available at:
http://www.practical-management.com/Organization-
Development/Functional-Vs-Divisional-Structure.html (Accessed at:
22nd November)
23. An outline of how the company’s services are to be
marketed
These are some of the way that we can market the
business:
1. Create a business card for customers to keep.
2. Putting an Ad in the local paper.
3. Local radio
4. Social website e.g. Facebook, twitter
5. Leaflets
6. Fliers
Editor's Notes
The times 100 (2011) Organisational structure. Available at: http://www.thetimes100.co.uk/theory/theory--organisational-structure--386.php Accessed: 21st November 2011
CSL Cartoon stock,Organizational Structure cartoon 1 Available at: http://www.cartoonstock.com/directory/o/organizational_structure.asp (Accessed: 20th November 2011)
Ashim Gupta (2009) Functional vs. Divisional Structure. Available at: http://www.practical-management.com/Organization-Development/Functional-Vs-Divisional-Structure.html (Accessed at: 22nd November)
Gaurav Akrani (2011) Flat Organisation Structure - Advantages and Disadvantages Available at: http://kalyan-city.blogspot.com/2011/06/flat-organisation-structure-advantages.html (Accessed at: 21st November)
Kendra Cherry (2001) What Is Autocratic Leadership? Available at: http://psychology.about.com/od/leadership/f/autocratic-leadership.htm (Access: 20th November 2011)
Buzzle.com (2011)Autocratic Leadership Style Available at: http://www.buzzle.com/articles/autocratic-leadership-style.html (Accessed:22nd November 2011)
Ros Jay (2003) How to build a Great Team. Pearson Education
Tall structure organisations Available at: http://www.learnmanagement2.com/Tall%20structure.htm (Accessed:24th November 2011)
David C Wilson & Robert H Rosenfeld (1997) Managing Organisation. McGraw-Hill publishing company
David C Wilson & Robert H Rosenfeld (1997) Managing Organisation. McGraw-Hill publishing company
(2010) Stakeholder Available at: http://www.byrchall.wigan.sch.uk/revision/index.php?title=Stakeholder (Accessed at: 19th November 2011)
Business Dictionary. Available at: http://www.businessdictionary.com/definition/stakeholder.html (Accessed:19th November 2011)
Stakeholder Identification and Analysis Available at: http://www.ifc.org/ifcext/enviro.nsf/AttachmentsByTitle/p_StakeholderEngagement_PartOne_StakeholderIdentification/$FILE/PartOne_StakeholderIdentification.pdf (Accessed:24th November 2011)