1. Systems theory views organizations as sets of interacting units that respond to environmental pressures to achieve and maintain goal states.
2. Public relations is part of an organization's adaptive subsystem, taking a strategic role in open systems to help the organization adjust to changes in its environment.
3. Stakeholder theory defines stakeholders as groups that can affect or be affected by an organization, and argues that organizations must have reciprocal rather than adversarial relationships with stakeholders to maintain legitimacy.
Slides prepared for my UHS 2062 UTM, Skudai, Malaysia students, based on the references given. These slides are just as guidelines to initiate further readings.
Here is the notes of Principles of management By Ch Muhammad Irfan
Preston University
Cell: +92-345-4426176
chmuhammedirfan@gmail.com
facebook.com/chmuhammedirfan
Skype Id: ch.irfan786
To succeed in your organization or business depends on how effective communicator you are. Know the basic yet essential information in dealing with people.
discussion of communication impacts on organizations performance and employees too. besides that its role in job satisfaction citizenship behavior enhancement
Slides prepared for my UHS 2062 UTM, Skudai, Malaysia students, based on the references given. These slides are just as guidelines to initiate further readings.
Here is the notes of Principles of management By Ch Muhammad Irfan
Preston University
Cell: +92-345-4426176
chmuhammedirfan@gmail.com
facebook.com/chmuhammedirfan
Skype Id: ch.irfan786
To succeed in your organization or business depends on how effective communicator you are. Know the basic yet essential information in dealing with people.
discussion of communication impacts on organizations performance and employees too. besides that its role in job satisfaction citizenship behavior enhancement
TOPICS INVOLVED:
1. The Challenge of OrganizationalCommunication
2. Decision-Making Processes
3. Conflict Management Processes
4. Organizational Change and Leadership Processes
5. PROCESSES OF EMOTION IN THE WORKPLACE
Communication plays an important role in making or breaking a successful management, discussed are various functions of how information is passed.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
A presentation on communication for administrative purposes.
Communication, according to J.O Ogunbayo,"could be described concisely as transference and understanding of meaning".
TOPICS INVOLVED:
1. The Challenge of OrganizationalCommunication
2. Decision-Making Processes
3. Conflict Management Processes
4. Organizational Change and Leadership Processes
5. PROCESSES OF EMOTION IN THE WORKPLACE
Communication plays an important role in making or breaking a successful management, discussed are various functions of how information is passed.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
A presentation on communication for administrative purposes.
Communication, according to J.O Ogunbayo,"could be described concisely as transference and understanding of meaning".
Identifying and Prioritizing Stakeholders for Public RelationsOlivia Kresic
Stakeholder management is fundamental to the practice of public relations. This paper builds on the seminal 2006 paper by Professor Brad Rawlins, Prioritizing Stakeholders for Public Relations. It provides practitioners’ perspectives on defining stakeholders in corporate and non-profit settings, in addition to applying the prioritization models presented in Professor Rawlins’ paper to a case study.
Organizational influences on Media Content - Prepared by Fiza Zia Ul HannanDr. Fiza Zia Ul Hannan
The organization level is distinguished from media routines in describing the influences of the larger organized entity within which its workforce operates, including occupational roles, organizational policy, and how the enterprise itself is structured.
Chapter 2Blurring SectorsPublic and PrivateOrga.docxcravennichole326
Chapter 2
Blurring Sectors:
Public and Private
Organization Theory:
A Public and Nonprofit Perspective
Note to instructor: These slides do not follow the outline order of the chapter. This is intentional, for lecture purposes. Feel free to rearrange and modify to suit your needs.
What Chapter 2 DoesLays out a spectrum of organizations, from government thru nonprofit to businessConsiders similarities and differences among organization sectorsExplores how lines blur between sectorsExamines the environment that all organizations share
Organization TermsDepartmentAgencyBureauBureaucracy
Caution:
Many terms have multiple definitions
Department:
-- major subunit of a large org
-- cabinet-level office in U.S. Fed gov
Agency:
-- an administrative unit of gov
-- an independent reg. agency w/in gov.
-- a synonym for “bureau”
-- a nonprofit organization
Bureau:
-- a major division within a department
-- a “cost center” within an organization
Bureaucracy:
-- a synonym for gov or large org (sometimes derisive)
-- a form of organization (e.g., ideal type)
What “Blurring” MeansIt’s a blending or overlapping of “privateness” and “publicness”Organizations blur more and more often
Types of BlurringContinuum of public-to-private Mixture of public and private Who staffs the front office? Who staffs the back office?Overlap of purposes
This slide introduces the next several slides
Public-Private Continuum
Gov. agencies
Gov. corps.
Gov-nonprofit ventures
Nonprof.: Helping
Nonprof.: Advocacy
Nonprof.: Member
Public-private ventures
Private monopolies
Commercial firms
PUBLIC . .
. . PRIVATE
See Fig. 2-1 for organization examples
Front Office / Back Office JumbleGovernmentNASAUS AID, DOTGovernmentState health servicesNonprofitFundraising campaignFor-profitStudent loans (banks)PrivateEngineering firmsConstruction firmsNonprofitHealth service providersPrivateMarketing firmGovernmentLoan guarantee prog.
The first column represents the front office of an organization, which is what the public sees. The second office represents who might handle a particular operation for the “fronting” organization. More examples are available in Chapter 2, Table 2-2. You or the students may wish to create additional examples.
Overlapping PurposesGovernment, nonprofit, and for-profit orgs at times offer similar servicesExamples:Hospitals, trash services, security servicesLoans, package delivery, many othersReasons: What, why, when, for whom, where
Reasons are manifold.
-- What involves the type and intensity of service (e.g., free clinics vs. private physicians and specialists)
-- Why involves whether public need, level of essential investment, commercial potential
-- When involves situations such as catastrophes and temporary situations
-- For whom involves cohorts within the public (e.g., the poor, the rich)
-- Where involves local choice (e.g., trash pickup)
--
Contrast & Compare
Public & Private Organi ...
6. PR as management sub-system Systems and processes Goal States Variation in environment Input Positive and negative info about the goal state Output System boundary
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