management
project management
performance
market
market share
marketing
social media
market analysis
market size
company profiles
market report
mobile
media
social media marketing
internet marketing x x x
management
project management
performance
market
market share
marketing
social media
market analysis
market size
company profiles
market report
mobile
media
social media marketing
internet marketing x x x
This presentation covers organizational culture, values in organizations, vitality and quality values, leading through values, building values in organizations, and principles of values management.
Business analysis tips as per Gabrielle Rusignuolo are helpful in our growth of business. These business analysis tips are beneficial for promoting our business and take it at top most.
The Star Model™The Star Model™ framework for organization .docxalisondakintxt
The Star Model™
The Star Model™ framework for organization design is the foundation on which a
company bases its design choices. The framework consists of a series of design policies
that are controllable by management and can influence employee behavior.
The policies are the tools with which management must become skilled in order
to shape the decisions and behaviors of their organizations effectively.
POLICIES STRATEGIES
They are general statements
that guide organizational
decision-making.
They are specific plans made
to achieve specific goals.
They don´t require action plan. They require action plan.
They are standing plans made
for repetitive activities.
They are single use plan made
for non- repetitive activities.
They are guidelines to
managerial action and decision
making.
They guide commitment of
organizational resources in a
specific direction.
They are made for smooth
conduct of the organization as
a whole.
The are made for achieve a
specific objective.
Strategies and Policies:
Both strategies and policies help to make decisions to achieve
organisational goals.
Clear strategies and policies provide right direction and guidance to organizational goals and plans.
The Star Model™
Strategy.
Strategy is the company’s formula for winning. The company’s strategy specifies:
goals and objectives, values, missions, and the basic direction of the company.
The strategy specifically delineates the products or services to be provided, the
markets to be served, and the value to be offered to the customer. It also specifies
sources of competitive advantage.
Area Description
Specialization.
It refers to the type and numbers of job specialties used in
performing the work.
Shape.
It refers to the number of people constituting the
departments (that is, the span of control) at each level of the
structure.
Distribution of power.
In its vertical dimension, refers to the classic issues of
centralization or decentralization. In its lateral dimension, it
refers to the movement of power to the department dealing
directly with the issues critical to its mission.
Departmentalization.
Is the basis for forming departments at each level of the
structure. The standard dimensions include functions,
products, workflow processes, markets, customers, geography.
The Star Model™
Structure.
The structure of the organization determines the placement of power and authority
in the organization. Structure policies fall into four areas:
The Star Model™
Processes.
-Information and decision processes cut across the organization’s structure.
-Management processes are both vertical and horizontal.
Horizontal Processes.Vertical Processes.
VP allocate the scarce resources of
funds and talent. Vertical processes
are usually business planning and
budgeting processes.
HP are designed around the workflow,
such as new product development or the
entry and fulfillment of a customer
order.
The Star Model™
Rewards.
Th.
The rapidly changing–and, at times, excessively complex–nature of development work demands diverse competences from aid agencies such as the Asian Development Bank. The learning challenges these present require the ability to work more reflectively in a turbulent practice environment.
Metamorphosis Management Group frameworks & approach to working with leadership team, and setting up effective organizational design. The approach - can be described in these slides. The WORK - to engage leaders & stakeholders to change their organization - you'll need to experience directly.
This presentation covers organizational culture, values in organizations, vitality and quality values, leading through values, building values in organizations, and principles of values management.
Business analysis tips as per Gabrielle Rusignuolo are helpful in our growth of business. These business analysis tips are beneficial for promoting our business and take it at top most.
The Star Model™The Star Model™ framework for organization .docxalisondakintxt
The Star Model™
The Star Model™ framework for organization design is the foundation on which a
company bases its design choices. The framework consists of a series of design policies
that are controllable by management and can influence employee behavior.
The policies are the tools with which management must become skilled in order
to shape the decisions and behaviors of their organizations effectively.
POLICIES STRATEGIES
They are general statements
that guide organizational
decision-making.
They are specific plans made
to achieve specific goals.
They don´t require action plan. They require action plan.
They are standing plans made
for repetitive activities.
They are single use plan made
for non- repetitive activities.
They are guidelines to
managerial action and decision
making.
They guide commitment of
organizational resources in a
specific direction.
They are made for smooth
conduct of the organization as
a whole.
The are made for achieve a
specific objective.
Strategies and Policies:
Both strategies and policies help to make decisions to achieve
organisational goals.
Clear strategies and policies provide right direction and guidance to organizational goals and plans.
The Star Model™
Strategy.
Strategy is the company’s formula for winning. The company’s strategy specifies:
goals and objectives, values, missions, and the basic direction of the company.
The strategy specifically delineates the products or services to be provided, the
markets to be served, and the value to be offered to the customer. It also specifies
sources of competitive advantage.
Area Description
Specialization.
It refers to the type and numbers of job specialties used in
performing the work.
Shape.
It refers to the number of people constituting the
departments (that is, the span of control) at each level of the
structure.
Distribution of power.
In its vertical dimension, refers to the classic issues of
centralization or decentralization. In its lateral dimension, it
refers to the movement of power to the department dealing
directly with the issues critical to its mission.
Departmentalization.
Is the basis for forming departments at each level of the
structure. The standard dimensions include functions,
products, workflow processes, markets, customers, geography.
The Star Model™
Structure.
The structure of the organization determines the placement of power and authority
in the organization. Structure policies fall into four areas:
The Star Model™
Processes.
-Information and decision processes cut across the organization’s structure.
-Management processes are both vertical and horizontal.
Horizontal Processes.Vertical Processes.
VP allocate the scarce resources of
funds and talent. Vertical processes
are usually business planning and
budgeting processes.
HP are designed around the workflow,
such as new product development or the
entry and fulfillment of a customer
order.
The Star Model™
Rewards.
Th.
The rapidly changing–and, at times, excessively complex–nature of development work demands diverse competences from aid agencies such as the Asian Development Bank. The learning challenges these present require the ability to work more reflectively in a turbulent practice environment.
Metamorphosis Management Group frameworks & approach to working with leadership team, and setting up effective organizational design. The approach - can be described in these slides. The WORK - to engage leaders & stakeholders to change their organization - you'll need to experience directly.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
2. OBJECTIVES
Organization structure.
Organizational design.
Organizations for future.
Organizational culture creating and sustaining a positive
culture.
3. ORGANIZATION STRUCTURE
Organizational structure is the method by which work
flows through an organization. It allows groups to
work together within their individual functions to
manage tasks.
4. FORMAL ORGANIZATION
An organization chart is a diagram describing reporting
relationships and the formal arrangement of work
positions within an organization. It includes:
The division of
work
Supervisory
relationships
Communication
channels
Major subunits
Levels of
management
5. INFORMAL STRUCTURES :
The set of unofficial relationships between organization
members
Social network analysis
Identifies informal structures and social relationships in the
organization
6. ADVANTAGES OF INFORMAL STRUCTURES:
•Informal learning
•Gaining access to interpersonal networks
DISADVANTAGES OF INFORMAL STRUCTURES
•May carry inaccurate information
•Susceptibility to rumor
8. ORGANIZATIONAL DESIGN
Organisational design is the process by which manager
select and manage elements of structure so that an
organisation can control the activities necessary to
achieve its goals
Organisational design is about how and why various
means are chosen. It is a task that requires managers to
strike a balance between external pressures from the
organisations environment and internal pressures from,
for example, its choice of technology
There are several reasons why designing an organisation
such an important task:
9. Dealing with contingencies: A contingency is an
event that might occur and must be planned for,such
as a changing environment. The design of an
organisation determines how effectively an
organisation controls various factors in its
environment and obtains scares resources.
Gaining competitive advantage: increasingly,
organisations are discovering that organisation design
is a source of sustained competitive
advantage.competitive advantange springs from a
firms competencies,manager’s skills and abilities in
value creaction activities such as manufacturing
research and development, or organisational design.
10. Managing diversity: Differences in the race, gender
and national origin of organisational members have
important implications for the values of an
organisations effectiveness. The quality of
organisational decision making, for example, is a
function of the diversity of the view points that are
considered and of the kind of analysis that takes
place.
Efficiency and Innovation: Organisations exist to
produce goods and services that people value. The
better the organisation function, the more value, in
the form of more or better goods and services, they
create.
11. THE CONSEQUENCES OF POOR
ORGANISATIONAL DESIGN
Many managements fail to understand the effect of
organisational design on their companies performance and
effectiveness. The consequence of poor organisational design
or lack of attention to organisational design is the declined of
the organisation. Talented employees leave to take position in
strong and growing companies. Resource become harder and
harder to acquire and the whole process of value creation
slows down. Neglecting design until crisis threatens or forces
managers to make changes in organisational structure that
derail the companies strategy.
12. KEY FACTORS IN ORGANISATIONALDESIGN
FACTORS INDICATORS
Environment Degree of complexity
Degree of dynamism
Richness
Business strategy Low cost
Differentiation
Focused
Technology Technological complexity
Internal contingency Goals
factors Size
Employees
13. Environmental factors : The environment includes those
external stake holders and forces that directly affect the
organisation’s survival. Major share holders include
customers, suppliers, regulatory agencies ,share holders and
creditors. After identifying the relevant stake holders and
forces in the environment, management should access their
characteristics and relative importance in the organisation. It
basically vary in terms of complexity and dynamism.
Strategy choices : Many of the top managements choices
affect organisational design decisions. Strategic choice enable
an organisation to capitalise on its unique capabilities.
Companies need to distinguish and position them self from
their competitions in order to build and sustain competitive
advantage.
14. Technological factors : Technology has significant
impact on organisational design in terms of the creation
of teams and departments, the delegation of authority and
responsibility, sequence of operations and the tasks and
deciding who is standing where and who is reporting to
whom.
Internal contingency factors : There are many internal
forces which have their impact on organisational design.
Three most important of them are:
a, Organisational goals
b, Size of the organisation
c, Employee characteristics
15. ORGANISATION FOR FUTURE
Organizational designs for the future center around
the following forms
Matrix structure
Networked Structure
Learning organization
Virtual organization
Strategic Alliance
Boundary less organization
16. MATRIX STRUCTURE
Matrix structure is a combination of two or more
types of organizational structures.
it is a way of arranging your business so that you
setup reporting relationships as a grid, or a matrix,
rather than the traditional hierarchy
17. NETWORKED STRUCTURE
In this structure certain types of employees work
together based around their common
specialization.
These employees then form partnerships with
other specialists throughout the organization to
take a new projects and work towards a common
goal.
18. LEARNING ORGANIZATION
A learning organization in a company that
continuously learns and develops itself through the
process of creating new knowledge.
In this they regularly learn new processes and adapt it
to change. In this businesses they used the knowledge
of the employees, customer feedback and data to
make decisions and improve their process
19. VIRTUAL ORGANIZATION
It is a flexible network of independent entities liked
by information technology to share skill, knowledge
and access to others expertise in non-traditional way.
Virtual organization is a business without wall
It is an temporary network of independent companies,
suppliers customers & even rivals–linked by
information technology to share skill, cost and access
to one another’s markets.
20. STRATEGIC ALLIANCE
Is an agreement between two or more parties to pursue a
set of agreed upon objectives needed while remaining
independent organization
A strategic alliance will usually fall short of a legal
partnership entity, agency or corporate affiliate
relationship.
Example:
Jet airways and Ethiad airways strategic alliance
21. BOUNDARY LESS ORGANIZATION
The term Boundary less organization was found by
‘Jach Welch’ the former chairman of Ground Electric
[G.E]
Boundary less organization or those organization
which removes all the road block and maximize the
information transferring the organization
Characteristics of Boundary less organization :
Heavy use of technology
Freedom to employee to make decision
Customer focus and flexible working Hrs
22. CREATING ORGANIZATION CULTURE
Culture creation occurs in three way:
Employees hire and keep employees with same
thinking
They introduce and socialize the employees with
the organization`s thinking
The founder`s behaviour acts as a role model for
the employees
With the organization success the founders personality
is embedded in the organization culture
23. Factors Create A Positive Workplace
Culture
Define The Ideal Workplace Culture.
Set Clear Expectations And Goals.
Focus On Employee Engagement.
Define The Ideal Workplace Culture.
27. TOP MANAGEMENT
The action of top management establishes the firm for
organization as to:
Weather risk taking is desirable
How much freedom managers should gives to their
subordinates
What action will pay off in them of pay rise promotions and
other rewards ,etc.
28. SOCIALIZATION METHODS
The process by which people learn about and
adjust to the knowledge, skills, attitudes,
expectations, and behaviors needed for a new
or changing role within an organization.
Socialization focuses on organizational
membership.
31. CONCLUSION
Every organization needs a structure in order to
operate systematically.
Managers need to understand the nature and role of
the culture
Culture adapts to diverse circumstance
Organizations can function within a number of
different structures, each possessing distinct
advantages and disadvantages