Organization chart kamal
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This document discusses organizational charts, including their purpose, uses, and types. It defines an organizational chart as a visual tool that shows employee job titles and reporting relationships. The main purpose is to illustrate the hierarchical structure within an organization and help with management, planning, and communication. There are three main types of organizational charts: hierarchical, matrix, and flat/horizontal. Hierarchical charts have clear vertical lines of reporting, matrix charts involve dual reporting relationships, and flat charts have more horizontal, team-based structures.
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ORGANIZATIONALCHART of a business company
An organizational chart displays a company's reporting hierarchy and management structure. It shows the relationships between different parts of an organization, such as departments and leadership levels. There are several types of organizational charts, including functional top-down, divisional, matrix, and flat structures. A functional top-down chart depicts a traditional structure with executives at the top and similar roles grouped together, while a divisional chart separates the organization by product or geography.
An organizational chart is a visual communication tool
An organizational chart is a visual tool that outlines management control and structure within a company. It shows reporting relationships and relative ranks between positions. Organizational charts are useful for communication, workforce planning, change management, and restructuring. They provide benefits such as displaying basic employee information, making large amounts of data easier to understand visually, and serving as a framework for managing change and planning.
Variety of org charts to be considered by b2 b marketers
An organization chart is considered as the graphical representation of a company’s internal structure, defining respective employees, their job roles, professional relationship structure and other details.
Essential of Management 4 (2019 )
This document discusses different types of organizational structures and how they impact information flow, efficiency, and focus. It describes traditional departmental structures organized by function with advantages of grouping similar skills but disadvantages of lack of communication between departments. Matrix and divisional structures are presented as alternatives that can improve communication but also create complexity. Flat and virtual/boundaryless structures are also briefly covered. Organizational charts are highlighted as a way to visualize reporting relationships and how organizational structure determines decision-making flow within a company.
Capability Mapping Like a Pro
Capability mapping is an exercise in defining what your business does well and therefore what it needs to do to succeed. It enables you to further prioritise resources and validate investments.
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Comunication structure and style
This document discusses organizational structure and communication styles. It describes how organizations are structured with managers at different levels and departments. There are formal and informal communication flows within an organization. Managers must choose the appropriate communication style based on situational factors like time constraints, information needs, and employee capabilities. The main communication styles are autocratic, consultative, participative, and laissez-faire, each with different levels of task focus and relationship building. Selecting the right style is important for effectively communicating within an organizational structure.
Planejamento estratégico Visual white paper
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private and public management.pdf
This document discusses organizational design in public and private organizations. It will examine the differences and similarities between how public and private organizations make design decisions. It will consider how these sectors can learn from each other regarding design. The document will also investigate how strategic planning informs design changes and how organizations approach managing the design process to ensure buy-in. Key topics that will be covered include organizational design models, motivations for design decisions, and ensuring roles and collaboration are considered alongside structure.
What is Results Management White Paper 9-15
This whitepaper discusses results management, which is a business philosophy and discipline for achieving management excellence through inspirational leadership and getting results through teams of people. It emphasizes that managers are responsible for delivering results. The whitepaper outlines that as organizations grow larger, more layers of management are needed to coordinate resources towards goals, with CEOs focusing more on leadership, line of business leaders on managing, and managers balancing managing, leading, and doing tasks. It presents results management as a process that all managers can implement to better plan, execute on, and monitor work to consistently deliver results.
[Whitepaper] How to Conduct RACI Charting and Analysis Professionally?
More information: https://flevy.com/browse/flevypro/raci-charting-and-analysis-3474
Specific roles and responsibilities in an organization can sometimes become ambiguous. People lose accountability, proper people aren't informed or consulted, and responsible parties don't complete the tasks at hand. We can mitigate these issues using the Responsibility Assignment Matrix or RACI Chart.
The RACI charting technique is used to identify the functional areas and roles and responsibilities in an organization to accomplish a desired task. The RACI matrix ensures that accountability lies with the person who can be really held accountable for a specific task.
The RACI acronym stands for:
* Responsible: The Doer.
* Accountable: The one who is ultimately answerable for the activity.
* Consulted: The person, often the subject matter expert, who needs to be consulted before any action.
* Informed: The individual(s) who should be kept in the loop after a decision has been made.
This slide deck provides a detailed overview of the RACI charting technique. Specifically, topics discussed include RACI Usages, Design Principles, Vertical Analysis, Horizontal Analysis, Change Management Issues, among other topics.
The slide deck also includes some slide templates for you to use in your own business presentations.
Chapter 3B - ORGANIZING
This document discusses various topics related to organizing, including defining an organization, different types of organizational structures (line, line and staff, functional, committees), and elements of organizing like departmentation, delegation, and centralization vs decentralization. It provides examples of different types of organizational charts and discusses factors to consider when drawing charts. Key elements of good organization like establishing responsibility and communication are also outlined.
Balanced scorecard
The balanced scorecard is a strategic planning and management system used by businesses, governments, and nonprofits to align activities with organizational vision and strategy. It was created in the 1990s by Drs. Kaplan and Norton to provide a more balanced view beyond just financial metrics. The balanced scorecard evaluates performance across four perspectives: learning and growth, business processes, customers, and financial. It has evolved from a measurement framework into a full strategic planning system that helps organizations execute their strategies.
PLEASE READ BACKGROUND INFO BELOW. TURNIT IN IS USEDModule 4 .docx
PLEASE READ BACKGROUND INFO BELOW. TURNIT IN IS USED
Module 4 - SLP
Strategy Implementation and Strategic Controls
Simulation
In Module 4, you will continue with the CVP analysis you completed in the Module 3 SLP.
Scenario Continuation:
It is still January 2, 2012.
You have just completed your revised SLP3 strategy using CVP analysis, and you are eager to implement your decisions for 2012 through 2014.
Using the CVP analysis from SLP3, run the simulation for a final time. Again, be sure to take notes about your analysis and the document the reasoning behind your decisions.
Finalize your report showing the strategy you have used.
Assignment Overview
Using the strategy that you developed in SLP3, run the simulation. Document your results as you did previously. Review and analyze these results, and develop a final strategy.
Please turn in a
6- to 8
-
page
paper, not including cover and reference pages.
Keys to the Assignment
The key aspects of this assignment that should be covered and taken into account in preparing your paper include:
The revised strategy consists of the Prices, R&D Allocation %, and any product discontinuations for the X5, X6, and X7 tablets for each of the four years: 2012, 2013, 2014, and 2015.
You must present a rational justification for this strategy. In other words, you must provide support for your proposed strategy using financial analysis and relevant theories.
Use the CVP Calculator and review the PowerPoint that explains CVP and provides some examples.
You will need to
crunch
some numbers (CVP Analysis) to help you determine your prices and R&D allocations.
Make sure your proposed changes in strategy are firmly based in this analysis of financial and market data and sound business principles.
Your goal is to practice using CVP and get better at it.
Present your analysis professionally, making strategic use of tables, charts, and graphs.
Time Line Summary:
SLP1
2015: Hired on December 15.
Turned in first report to CEO Smothers.
SLP2
You are returned – via Time Warp – to January 1, 2012.
You make decisions for 2012 – 2015.
December 31, 2015 – You have revised all four years, and you write up your summary report.
SLP3
Apparently, your SLP2 decisions were not “good enough,” as you’ve again been returned to January 1, 2012.
It is once again
January 1, 2012:
You decide to use CVP analysis to develop a revised four-year plan for your strategy. You analyze the results of your first decisions from SLP2, taking notes, and documenting your decision-making process. You use the CVP Calculator to help you develop your strategy. Your notes explaining the logic behind your decisions.
SLP4
It is still January 2, 2012. Using your CVP analysis from SLP3, you run the simulation, implementing your revised four-year plan. You keep track of your financial and marketing results year over year.
You submit your final
6-8 page
report, which includes your Final Total Score.
You compare – and report – your results with previous re.
370 Part Four Organizational Processesrepeatability,” says.docx
This document discusses organizational structure at Valve Corporation and in general. It begins by describing Valve's unique structure which allows employees significant autonomy over their work. It then defines organizational structure and its key elements - the division of labor, coordination, span of control, centralization, formalization, and departmentalization. Valve relies heavily on informal communication and standardized skills for coordination. The document discusses how organizations balance the division of labor with effective coordination and examines different coordinating mechanisms like hierarchy and standardization.
A Comprehensive Guide To Relationship Mapping
Whether you are mapping your personal or professional connections, relationship maps are simple and helpful tools for understanding our interconnected world. These visual representations have a wide range of applications across various industries and functional areas. Relationship maps are particularly beneficial in team environments as they help in understanding communication patterns and promote collaboration among individuals and teams.
Chapter 8Structuring Organizations for Today’s Challenges
Chapter 8
Structuring Organizations for Today’s Challenges
©McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
1
Learning Objectives
LO 8-1 Outline the basic principles of organizational management.
LO 8-2 Compare the organizational theories of Fayol and Weber.
LO 8-3 Evaluate the choices managers make in structuring organizations.
LO 8-4 Contrast the various organizational models.
LO 8-5 Identify the benefits of interfirm cooperation and coordination.
LO 8-6 Explain how organizational culture can help businesses adapt to change.
©McGraw-Hill Education.
2
Organizing for Success
LO 8-1
Building an Organization from the Bottom Up
Create a division of labor.
Divide tasks through job specialization.
Set up teams or departments (departmentalization).
Allocate resources.
Assign specific tasks.
Establish procedures.
Develop an organization chart.
Adjust to new realities.
©McGraw-Hill Education.
The Changing Organization 1 of 5
LO 8-2
Often change in organizations is due to evolving business environments:
More global competition, declining economy, faster technological change’ and pressure to protect the environment
Customer expectations have also changed
Consumers today want high-quality products with fast, friendly service, and all at low cost.
The Development of Organizational Design
Economies of scale — Companies can reduce their production costs by purchasing raw materials in bulk.
The average cost of goods decreases as production levels rise.
Mass production of goods led to complexities in organizing businesses.
©McGraw-Hill Education.
4
The Changing Organization 2 of 5
LO 8-2
Fayol’s Principles of Organization
Unity of command
Hierarchy of authority
Division of labor
Subordination of individual interests to the general interest
Authority
Degree of centralization
Clear communication channels
Order
Equity
Esprit de corps
Characteristics of organizations based on the principles
Organizations in which employees have no more than one boss; lines of authority are clear.
Rigid organizations that often don’t respond to customers quickly.
©McGraw-Hill Education.
5
The Changing Organization 3 of 5
LO 8-2
Max Weber and Organizational Theory
Employees just need to do what they’re told.
In addition to Fayol’s principles, Weber emphasized:
Job descriptions
Written rules, decision guidelines, and detailed records
Consistent procedures, regulations, and policies
Staffing and promotion based on qualifications
©McGraw-Hill Education.
6
The Changing Organization 4 of 5
LO 8-2
Turning Principles into Organizational Design
When following Fayol and Weber, managers control workers.
Hierarchy
A system in which one person is at the top of an organization and there is a ranked or sequential ordering from the top down.
Chain of command
The line of aut ...
What is the Balanced Scorecard?
Know the basics of Balance Scorecard and its evolution. Also understand perspectives involved into BSC.
PS. The source of the document is as mentioned inside the document.
Managemant theory and practise
The document discusses different types of organizational structures - functional, divisional, matrix, and project-based structures. It provides examples of each type of structure and analyzes their advantages and disadvantages. The matrix structure combines functional and project-based reporting where employees report to both a functional manager and project manager. While the matrix structure aims to leverage different departments, it often results in increased bureaucracy, workload, and lack of clear responsibility. Finding the most effective organizational structure depends on the needs and goals of the specific organization.
Management chap 5
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.
Managerial Function-Organizing
As an engineer we need some skills in managing our construction project to ensure the project runs effectively and efficiently.
Theories of organizing
Organization
Management
Engineering Management
Engineering Subject
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An organizational chart is a visual communication tool
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PLEASE READ BACKGROUND INFO BELOW. TURNIT IN IS USEDModule 4 .docx
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370 Part Four Organizational Processesrepeatability,” says.docx
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
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5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
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16. Edward de Bono’s Six Thinking Hats
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【业务选择办理准则】
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3:国家专业人才认证中心颁发入库证书
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6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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Organization chart kamal
- 1. KAMAL KISHOR TIWARI PG/21/24 SAKSHI SHRIVASTAVA PG/21/26 1GUIDED BY D.R ALOK KUMAR
- 2. Organizational chart Purpose of organizational chart Use of organizational chart Types of organizational chart 2 GUIDED BY D.R ALOK KUMar
- 3. An organization chart is a visual communication tool. The organization chart allows employees and other stakeholders to see employees job title and the reporting relationships in an organization. It is a reflection of your organization culture. 3
- 4. Information Services Group Cataloger Cataloger Customer Liaison Taxonomy Designer Knowledge Architecture Lead Developer Developer Systems Admin Search/Systems Lead Assistant Designer Design Lead Knowledge Architecture Manager 4
- 5. The main purpose of an organization chart is to show the hierarchical structure, or chain of command, within an organization. It is a useful management tool that helps organize the workplace. In general, the charts place the top official or department at the head of the chart, with others following below in levels. 5
- 6. Organizational and supervisory communication; Workforce planning; Departmental or team planning; Resource planning; 6
- 7. Hierarchical Matrix Flat (also known as Horizontal) 7
- 8. An organizational chart and find rows of vertical boxes with few relationship lines extending from the boxes, the organization is probably hierarchical. 8
- 9. Meet Nathan. He is the chief executive officer of a large multinational corporation. He manufactures a wide variety of chemicals for both residential and commercial applications. Nathan's company engages in business activities on five continents in over 25 countries. The company employs over 50,000 people with a budget that rivals the GDP of some third-world countries. Needless to say, running a company of this size requires a high degree of organization and management. This is where hierarchy comes in. 9
- 10. A matrix relationship chart is difficult to make because of the number of interconnected employees and team. The matrix organizational chart is most frequently has products listed in the left hand column, teams (or functional) listed horizontal , and lines and dotted lines demonstrate the relationships. 10
- 11. In the 1970s, Philips, a Dutch multinational electronics company, set up matrix management with its managers reporting to both a geographical manager and a product division manager. Many other large corporations, including Caterpillar Tractor, Hughes Aircraft, and Texas Instruments, also set up reporting along both functional and project lines around that time. 11
- 12. The organizational chart for a flat organization have a more horizontal relationship in a team based, empowering organization ,each supervisor has many reporting staff members. 12
- 13. 13
Editor's Notes
- PRESENTED BY KAMAL