Process of Organizing
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process of organizing are :- 1. Clarification of Objectives 2. List of Functions 3. Departmentation of Function others are explain in presentation.
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What Is Organisation?
Organisation involves determining activities, arranging them into units, and assigning roles and responsibilities. It is important for attaining objectives, defining hierarchies and responsibilities, and minimizing friction. There are formal and informal structures. Formal structures include organization charts showing divisions of work, reporting relationships, and communication channels. Informal structures comprise unofficial working relationships. Common structures include functional (grouping similar tasks), divisional (grouping by product, geography, customers, or process), matrix (combining functional and divisional), team, network, and entrepreneurial. The choice of structure impacts organizational culture and ability to change directions.
ORGANISING
The document discusses organizing and organizational structure. It defines organizing as the process of dividing work into smaller units and grouping related activities. There are advantages to organizing such as specialization, optimal resource use, and adaptation to change. The organizing process involves identifying work, grouping jobs into departments functionally or divisionally, assigning duties, delegating authority, and coordinating activities. Both formal and informal organizational structures are discussed, along with their advantages and disadvantages. Line, functional, and line and staff organizational forms are also outlined.
Organizational Structure : Types and Classification
This document discusses different types of organizational structures. It begins by defining an organization and organizational structure. There are two main types of traditional structures discussed: line structure and functional structure. Line structure is the simplest with a clear chain of command, while functional structure groups employees by skills. Another traditional structure is the line and staff structure, which combines operational and support roles. Modern structures discussed are project structure, where experts from different functions work temporarily on a project, and matrix structure, which combines functional and project approaches simultaneously. The document provides details on the characteristics, advantages, and disadvantages of each structure type.
ORGANIZATION
An organization is a collection of people working together to achieve common goals. Organizing has several benefits like specialization, role clarity, efficient use of resources, coordination, adaptability, and growth. The principles of organization include unity of objectives, specialization, coordination, authority, responsibility, delegation, efficiency, unity of command, span of control, balance, communication, flexibility, simplicity, and personal ability. Organizations can be formal or informal. Formal organizations have defined roles and hierarchies while informal organizations are social networks that form naturally. Both have advantages and disadvantages for communication and adaptability.
Controlling
Controlling refers to measuring performance against standards, identifying deviations, and taking corrective actions. It involves setting standards, measuring actual performance, comparing performance to standards, analyzing deviations, and making corrections. Controlling and planning are interrelated functions - planning provides the basis for standards while controlling improves future planning. The process of controlling involves ongoing measurement, evaluation, and adjustment to ensure organizational goals are achieved.
Nature of Management - Management Principles
Nature of Management - Management PrinciplesWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
Management is the art of getting things done from various people by effectively utilizing the available resources.Organising
This document discusses key concepts related to organization and organizing. It defines organization as the process of identifying and grouping work to be performed in an effective manner. There are several types of organizational structures discussed such as line, line and staff, functional, committee, project, and matrix structures.
The principles of organizing discussed include chain of command, work specialization, authority, delegation of authority, span of management, and unity of command. Chain of command refers to the hierarchical order of authority within an organization. Work specialization involves dividing tasks into separate jobs completed by different individuals. Authority is the right to command and is delegated from superiors to subordinates. Delegation involves assigning responsibility, authority, and accountability to subordinates.
Planning in management
This document discusses various aspects of planning in management. It outlines the key managerial functions of planning, organizing, staffing, leading/directing, and controlling. Planning involves determining future actions, including what will be done, how it will be done, and when. Important aspects of planning include providing direction, reducing risks and uncertainties, and establishing standards for control. The document also discusses types of plans like objectives, strategies, programs, budgets, policies, procedures, methods, and rules. It outlines the steps and characteristics of strategy formulation, including determining objectives, SWOT analysis, and consistency with the internal and external environment. Policy formulation and evaluation of strategies are also summarized.
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What Is Organisation?
Organisation involves determining activities, arranging them into units, and assigning roles and responsibilities. It is important for attaining objectives, defining hierarchies and responsibilities, and minimizing friction. There are formal and informal structures. Formal structures include organization charts showing divisions of work, reporting relationships, and communication channels. Informal structures comprise unofficial working relationships. Common structures include functional (grouping similar tasks), divisional (grouping by product, geography, customers, or process), matrix (combining functional and divisional), team, network, and entrepreneurial. The choice of structure impacts organizational culture and ability to change directions.
ORGANISING
The document discusses organizing and organizational structure. It defines organizing as the process of dividing work into smaller units and grouping related activities. There are advantages to organizing such as specialization, optimal resource use, and adaptation to change. The organizing process involves identifying work, grouping jobs into departments functionally or divisionally, assigning duties, delegating authority, and coordinating activities. Both formal and informal organizational structures are discussed, along with their advantages and disadvantages. Line, functional, and line and staff organizational forms are also outlined.
Organizational Structure : Types and Classification
This document discusses different types of organizational structures. It begins by defining an organization and organizational structure. There are two main types of traditional structures discussed: line structure and functional structure. Line structure is the simplest with a clear chain of command, while functional structure groups employees by skills. Another traditional structure is the line and staff structure, which combines operational and support roles. Modern structures discussed are project structure, where experts from different functions work temporarily on a project, and matrix structure, which combines functional and project approaches simultaneously. The document provides details on the characteristics, advantages, and disadvantages of each structure type.
ORGANIZATION
An organization is a collection of people working together to achieve common goals. Organizing has several benefits like specialization, role clarity, efficient use of resources, coordination, adaptability, and growth. The principles of organization include unity of objectives, specialization, coordination, authority, responsibility, delegation, efficiency, unity of command, span of control, balance, communication, flexibility, simplicity, and personal ability. Organizations can be formal or informal. Formal organizations have defined roles and hierarchies while informal organizations are social networks that form naturally. Both have advantages and disadvantages for communication and adaptability.
Controlling
Controlling refers to measuring performance against standards, identifying deviations, and taking corrective actions. It involves setting standards, measuring actual performance, comparing performance to standards, analyzing deviations, and making corrections. Controlling and planning are interrelated functions - planning provides the basis for standards while controlling improves future planning. The process of controlling involves ongoing measurement, evaluation, and adjustment to ensure organizational goals are achieved.
Nature of Management - Management Principles
Nature of Management - Management PrinciplesWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
Management is the art of getting things done from various people by effectively utilizing the available resources.Organising
This document discusses key concepts related to organization and organizing. It defines organization as the process of identifying and grouping work to be performed in an effective manner. There are several types of organizational structures discussed such as line, line and staff, functional, committee, project, and matrix structures.
The principles of organizing discussed include chain of command, work specialization, authority, delegation of authority, span of management, and unity of command. Chain of command refers to the hierarchical order of authority within an organization. Work specialization involves dividing tasks into separate jobs completed by different individuals. Authority is the right to command and is delegated from superiors to subordinates. Delegation involves assigning responsibility, authority, and accountability to subordinates.
Planning in management
This document discusses various aspects of planning in management. It outlines the key managerial functions of planning, organizing, staffing, leading/directing, and controlling. Planning involves determining future actions, including what will be done, how it will be done, and when. Important aspects of planning include providing direction, reducing risks and uncertainties, and establishing standards for control. The document also discusses types of plans like objectives, strategies, programs, budgets, policies, procedures, methods, and rules. It outlines the steps and characteristics of strategy formulation, including determining objectives, SWOT analysis, and consistency with the internal and external environment. Policy formulation and evaluation of strategies are also summarized.
Types of organisations
The document discusses different types of organization structures. It describes line organization as having a simple structure with authority flowing directly from superiors to subordinates. Functional organization divides work by specialized functions and departments, allowing for greater specialization but weaker controls. Committee organization involves groups making decisions collectively to benefit from diverse perspectives but potentially causing delays. Line and staff organization combines the line structure with expert staff supporting management with advice.
Organization Structure
This document discusses organizational structures and their key characteristics. It defines an organization as a social unit of people systematically structured to meet goals on an ongoing basis. All organizations have a management structure that determines relationships and allocates roles. There are four main types of organizational structures: tall, flat, virtual, and boundaryless. Tall structures have many management levels and a strict chain of command, while flat structures empower employees with broader responsibilities and more autonomy. Virtual structures use technology to connect people who primarily interact electronically. Boundaryless structures are highly flexible and collaborative with fewer predefined boundaries. Organizational structures impact effectiveness, efficiency, communication, and overall success.
2. formal and informal organization
The document discusses formal and informal organization. A formal organization refers to the clearly defined job structure, communication channels, and delegation of authority as prescribed by management. It aims to avoid conflicts and overlapping responsibilities. An informal organization arises naturally from personal relationships between employees based on attributes like friendship rather than formal roles. While informal groups can boost motivation, they can also hinder productivity and spread rumors.
PLANNING IN MANAGEMENT,DEFINITION CHARACTERISTICS, IMPORTANCE AND LIMITATIONS
Planning is the primary function of management and involves determining the best course of action in advance to achieve organizational objectives. Planning has several key characteristics including being an intellectual process that looks to the future, being continuous, and being required at all levels of management. Planning provides advantages such as better resource utilization, minimizing uncertainties, and improving competitive strength. The planning process involves analyzing internal and external environments, setting objectives, developing alternative courses of action, and carrying out the chosen plan.
Types of organization
Line organization is the oldest and simplest type of administrative organization where authority flows from top to bottom in a scalar chain of command. There are two main types: pure line organization where all individuals at a given level perform the same work, and departmental line organization where the unit is divided into departments for control purposes. Key advantages include simplicity, fixed responsibility, unity of control, and prompt decision making. Disadvantages include a lack of specialization, potential for excess work or favoritism, and limited communication. Functional organization is based on specialization by function or role and allows for decentralized decision making through specialized units or persons.
Planning in Management
Planning in ManagementWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
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The document discusses line organization and functional organization. Line organization is the oldest and simplest form, with authority flowing from top to bottom in a scalar chain. It allows for unified control but lacks specialization. Functional organization divides activities into specialized functions like operations and finance, with functional specialists providing guidance. This allows for greater efficiency and specialization but can cause confusion and lack of coordination due to multiple authorities. Both organization types have merits like simplicity and expertise, as well as demerits like overreliance and conflicts between specialists.
Organisation structure and design
The document discusses organizational structure and design. It defines organizational structure as how interrelated groups within an organization are arranged, with a focus on effective communication and coordination. The document then examines formal and informal organizational structures and charts, as well as the factors that influence organizational design both internally such as leadership, communication and mission, and externally such as size, life cycle, strategy and environment. It also discusses the advantages and disadvantages of formal and informal structures.
ORGANISATION STRUCTURES PPT
The document discusses different types of organizational structures. It describes line organization, functional organization, line and staff organization, committee organization, matrix organization, virtual organization, cellular organization, team organization, boundaryless organization, and inverted pyramid organization. It provides details on the key characteristics, advantages, and disadvantages of each structure.
Controlling process
This document provides an overview of controlling processes in supervision. It defines controlling, lists its objectives, and describes the controlling process and types of control. The controlling process involves establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective actions. Effective control is strategic, results-oriented, understandable, encourages self-control, is timely and exception-oriented, positive in nature, fair and objective, and flexible. The types of control discussed are preliminary, concurrent, post-action, internal, and external controls. Learners are expected to describe controlling concepts and demonstrate understanding of an effective controlling process.
Controlling ppt
Controlling is a management function that involves monitoring performance, ensuring desired results are achieved, and that individuals and groups work consistently with short and long term plans. It establishes objectives and standards, measures actual performance, compares results to objectives, and takes necessary corrective action. There are different types of controls including preliminary, concurrent, and postaction controls. Controls can be internal, allowing self-control, or external through direct managerial action. Organizational control systems include processes, policies, performance management, and compensation.
Process of planning
in business organisation Process of planning is very important Management study online, Important Steps or Techniques or process of Planning.
Types of organization structures
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).
Organizational Structure & Behaviour
This document discusses organizational structure and behavior. It defines organizational structure as the formal divisions, groupings, and coordination of job tasks within an organization. The key elements of organizational structure are identified as work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Different organizational designs like the simple structure, bureaucracy, team structure, and virtual organization are also summarized. The document then introduces organizational behavior as the study of how individuals and groups act within organizations. Interpersonal skills that are important for interacting with others are listed as well.
Unit iii organizing and staffing
The document provides an overview of organizing and staffing concepts in management. It defines organizing as arranging work to accomplish goals and includes principles of organization like objectives and specialization. It also discusses types of organization structures like functional, line and staff. Staffing involves acquiring and retaining qualified employees and its elements include recruitment, selection, training and performance appraisal. Recruitment is the process of attracting job candidates while selection involves evaluating candidates and hiring.
Organizational climate
Organizational climate refers to the environment of a workplace that influences employee behavior and performance. It was introduced in the 1940s to describe patterns affecting human behavior. An organization's climate is influenced by factors like its context, structure, leadership, physical environment, and values. It mechanisms include operating as a constraint through rewards/punishments, facilitating self- and other- evaluation, acting as a stimulus, and helping employees develop perceptions. A sound organizational climate is created through effective communication, participative decision-making, responsiveness to change, concern for people, and technological modernization.
Types of plans
The document discusses four types of plans: contingency plans, which are made when unexpected changes are needed; operational plans, which describe day-to-day operations and can be single-use or ongoing; strategic plans, which provide a long-term vision for the organization; and tactical plans, which outline the specific actions needed to achieve strategic goals on a shorter timescale. It also includes a quiz to test understanding of the different types of plans.
MANAGEMENT BY OBJECTIVES - FEATURES, PROCESS, BENEFITS, LIMITATIONS
Management by Objectives (MBO) is a management system where each member participates in setting objectives. The process of MBO involves defining organizational objectives and goals for each section. It then sets subordinates' objectives, matches resources to objectives, and has periodic review meetings. MBO aims to combine long-term goals with short-term goals through participation in objective setting at all levels, but it can be time-consuming and fail to explain its philosophy clearly. Effective objectives should be specific, attainable, innovative, and ranked by importance when set according to MBO.
Controlling in management
Controlling is the process of measuring and correcting performance to ensure goals are met. It involves establishing standards, measuring performance against those standards, identifying deviations, and taking corrective action. Controlling is important for accomplishing goals, ensuring efficient resource use, improving employee motivation, and facilitating coordination. There are three types of controlling: feed-forward which establishes policies before work, concurrent which monitors work in real-time, and feedback which examines past performance to improve. An effective control system is accurate, timely, objective, focused on key areas, economically realistic, and accepted by employees.
Organizing in Principles of Management
These slides present the organizing part in Principles of Management that includes nature & purpose of organizing, formal and informal organization, organization chart and structure, line & staff authority, departmentalization, delegation of authority, training & development, performance management and career planning & management
topic 4 : Organizing
Organizing involves structuring relationships between people, work, and facilities to achieve goals. An organizational structure establishes the framework for how managers and subordinates operate. Work is divided among members and grouped according to similar activities and specialist workers to achieve objectives. An organization chart illustrates key aspects of structure including division of work, management hierarchy, work nature, work grouping, and management levels. Organizations determine span of management as either wide (flat) or narrow (steep) and departmentalize by function, product, geography, customer, or matrix. Authority refers to the right to make decisions and direct subordinates' work.
organising.pptx
Organizing is the management function that coordinates human and other resources to implement plans and achieve objectives. It involves defining roles and responsibilities, assigning tasks, arranging resources, and establishing an organizational structure. Organizing establishes coordination, authority, and communication within a group working toward common goals. It is a fundamental part of any organization.
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Types of organisations
The document discusses different types of organization structures. It describes line organization as having a simple structure with authority flowing directly from superiors to subordinates. Functional organization divides work by specialized functions and departments, allowing for greater specialization but weaker controls. Committee organization involves groups making decisions collectively to benefit from diverse perspectives but potentially causing delays. Line and staff organization combines the line structure with expert staff supporting management with advice.
Organization Structure
This document discusses organizational structures and their key characteristics. It defines an organization as a social unit of people systematically structured to meet goals on an ongoing basis. All organizations have a management structure that determines relationships and allocates roles. There are four main types of organizational structures: tall, flat, virtual, and boundaryless. Tall structures have many management levels and a strict chain of command, while flat structures empower employees with broader responsibilities and more autonomy. Virtual structures use technology to connect people who primarily interact electronically. Boundaryless structures are highly flexible and collaborative with fewer predefined boundaries. Organizational structures impact effectiveness, efficiency, communication, and overall success.
2. formal and informal organization
The document discusses formal and informal organization. A formal organization refers to the clearly defined job structure, communication channels, and delegation of authority as prescribed by management. It aims to avoid conflicts and overlapping responsibilities. An informal organization arises naturally from personal relationships between employees based on attributes like friendship rather than formal roles. While informal groups can boost motivation, they can also hinder productivity and spread rumors.
PLANNING IN MANAGEMENT,DEFINITION CHARACTERISTICS, IMPORTANCE AND LIMITATIONS
Planning is the primary function of management and involves determining the best course of action in advance to achieve organizational objectives. Planning has several key characteristics including being an intellectual process that looks to the future, being continuous, and being required at all levels of management. Planning provides advantages such as better resource utilization, minimizing uncertainties, and improving competitive strength. The planning process involves analyzing internal and external environments, setting objectives, developing alternative courses of action, and carrying out the chosen plan.
Types of organization
Line organization is the oldest and simplest type of administrative organization where authority flows from top to bottom in a scalar chain of command. There are two main types: pure line organization where all individuals at a given level perform the same work, and departmental line organization where the unit is divided into departments for control purposes. Key advantages include simplicity, fixed responsibility, unity of control, and prompt decision making. Disadvantages include a lack of specialization, potential for excess work or favoritism, and limited communication. Functional organization is based on specialization by function or role and allows for decentralized decision making through specialized units or persons.
Planning in Management
Planning in ManagementWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
Planning is an essential function of management. Effective planning results in early achievement of objectives.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAcLine organization
The document discusses line organization and functional organization. Line organization is the oldest and simplest form, with authority flowing from top to bottom in a scalar chain. It allows for unified control but lacks specialization. Functional organization divides activities into specialized functions like operations and finance, with functional specialists providing guidance. This allows for greater efficiency and specialization but can cause confusion and lack of coordination due to multiple authorities. Both organization types have merits like simplicity and expertise, as well as demerits like overreliance and conflicts between specialists.
Organisation structure and design
The document discusses organizational structure and design. It defines organizational structure as how interrelated groups within an organization are arranged, with a focus on effective communication and coordination. The document then examines formal and informal organizational structures and charts, as well as the factors that influence organizational design both internally such as leadership, communication and mission, and externally such as size, life cycle, strategy and environment. It also discusses the advantages and disadvantages of formal and informal structures.
ORGANISATION STRUCTURES PPT
The document discusses different types of organizational structures. It describes line organization, functional organization, line and staff organization, committee organization, matrix organization, virtual organization, cellular organization, team organization, boundaryless organization, and inverted pyramid organization. It provides details on the key characteristics, advantages, and disadvantages of each structure.
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This document provides an overview of controlling processes in supervision. It defines controlling, lists its objectives, and describes the controlling process and types of control. The controlling process involves establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective actions. Effective control is strategic, results-oriented, understandable, encourages self-control, is timely and exception-oriented, positive in nature, fair and objective, and flexible. The types of control discussed are preliminary, concurrent, post-action, internal, and external controls. Learners are expected to describe controlling concepts and demonstrate understanding of an effective controlling process.
Controlling ppt
Controlling is a management function that involves monitoring performance, ensuring desired results are achieved, and that individuals and groups work consistently with short and long term plans. It establishes objectives and standards, measures actual performance, compares results to objectives, and takes necessary corrective action. There are different types of controls including preliminary, concurrent, and postaction controls. Controls can be internal, allowing self-control, or external through direct managerial action. Organizational control systems include processes, policies, performance management, and compensation.
Process of planning
in business organisation Process of planning is very important Management study online, Important Steps or Techniques or process of Planning.
Types of organization structures
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).
Organizational Structure & Behaviour
This document discusses organizational structure and behavior. It defines organizational structure as the formal divisions, groupings, and coordination of job tasks within an organization. The key elements of organizational structure are identified as work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Different organizational designs like the simple structure, bureaucracy, team structure, and virtual organization are also summarized. The document then introduces organizational behavior as the study of how individuals and groups act within organizations. Interpersonal skills that are important for interacting with others are listed as well.
Unit iii organizing and staffing
The document provides an overview of organizing and staffing concepts in management. It defines organizing as arranging work to accomplish goals and includes principles of organization like objectives and specialization. It also discusses types of organization structures like functional, line and staff. Staffing involves acquiring and retaining qualified employees and its elements include recruitment, selection, training and performance appraisal. Recruitment is the process of attracting job candidates while selection involves evaluating candidates and hiring.
Organizational climate
Organizational climate refers to the environment of a workplace that influences employee behavior and performance. It was introduced in the 1940s to describe patterns affecting human behavior. An organization's climate is influenced by factors like its context, structure, leadership, physical environment, and values. It mechanisms include operating as a constraint through rewards/punishments, facilitating self- and other- evaluation, acting as a stimulus, and helping employees develop perceptions. A sound organizational climate is created through effective communication, participative decision-making, responsiveness to change, concern for people, and technological modernization.
Types of plans
The document discusses four types of plans: contingency plans, which are made when unexpected changes are needed; operational plans, which describe day-to-day operations and can be single-use or ongoing; strategic plans, which provide a long-term vision for the organization; and tactical plans, which outline the specific actions needed to achieve strategic goals on a shorter timescale. It also includes a quiz to test understanding of the different types of plans.
MANAGEMENT BY OBJECTIVES - FEATURES, PROCESS, BENEFITS, LIMITATIONS
Management by Objectives (MBO) is a management system where each member participates in setting objectives. The process of MBO involves defining organizational objectives and goals for each section. It then sets subordinates' objectives, matches resources to objectives, and has periodic review meetings. MBO aims to combine long-term goals with short-term goals through participation in objective setting at all levels, but it can be time-consuming and fail to explain its philosophy clearly. Effective objectives should be specific, attainable, innovative, and ranked by importance when set according to MBO.
Controlling in management
Controlling is the process of measuring and correcting performance to ensure goals are met. It involves establishing standards, measuring performance against those standards, identifying deviations, and taking corrective action. Controlling is important for accomplishing goals, ensuring efficient resource use, improving employee motivation, and facilitating coordination. There are three types of controlling: feed-forward which establishes policies before work, concurrent which monitors work in real-time, and feedback which examines past performance to improve. An effective control system is accurate, timely, objective, focused on key areas, economically realistic, and accepted by employees.
Organizing in Principles of Management
These slides present the organizing part in Principles of Management that includes nature & purpose of organizing, formal and informal organization, organization chart and structure, line & staff authority, departmentalization, delegation of authority, training & development, performance management and career planning & management
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PLANNING IN MANAGEMENT,DEFINITION CHARACTERISTICS, IMPORTANCE AND LIMITATIONS
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topic 4 : Organizing
Organizing involves structuring relationships between people, work, and facilities to achieve goals. An organizational structure establishes the framework for how managers and subordinates operate. Work is divided among members and grouped according to similar activities and specialist workers to achieve objectives. An organization chart illustrates key aspects of structure including division of work, management hierarchy, work nature, work grouping, and management levels. Organizations determine span of management as either wide (flat) or narrow (steep) and departmentalize by function, product, geography, customer, or matrix. Authority refers to the right to make decisions and direct subordinates' work.
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Planning your week involves reviewing the previous week, setting goals and priorities for the upcoming week, creating a schedule or calendar, accounting for important events and deadlines, and breaking large tasks into smaller chunks. Specifically, you should reflect on accomplishments and challenges from the prior week, determine both personal and professional goals and tasks to focus on, allocate time for specific activities and self-care in your calendar, ensure key meetings and deadlines are scheduled, and break down large projects into manageable steps with estimated timelines.
Jobs and HR
This document discusses job analysis, role analysis, job design, and human resource planning. It defines key terms like job, role, job analysis, and human resource planning. It describes the process of job analysis and its importance. It also outlines different job design techniques like job rotation, enlargement, enrichment, work teams, and autonomous work groups. Finally, it discusses the human resource planning process, considerations, and benefits and difficulties of human resource planning.
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- The main outputs of job analysis are the job description and job specification. The job description outlines the tasks and responsibilities of a role, while the job specification describes the qualifications a candidate must have to perform the job successfully.
- Job analysis provides information useful for human resource functions like recruitment, training, performance reviews, and more. It helps ensure the right people are hired for the right roles.
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This document outlines a capacity building workshop for heads of departments and senior teachers on developing work plans at the institutional, departmental, and individual levels. It defines what a work plan is and discusses the components of an annual work plan including objectives, targets, activities, schedules, budgets, and assumptions. Participants are instructed to develop a sample departmental work plan and individual work plan covering the key areas of objectives, targets, activities, and timelines. Effective work plans are presented as important management tools for institutions, departments, and individuals to plan their work and assess performance.
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I will Explain in this Presentation is Desinging a network
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Data types in java | What is Datatypes in Java | Learning with RD | Created b...
In this presentation , i will present a what are the datatypes in java? in brief and use easy world to understand easily about datatype but more important think in this presentation is diagram because any types of topic like In Byte understand in theory but easily understand in only diagrams and all about details of byte and also in case all datatypes in java give understand in diagrams then also watch video on youtube to understand more about datatypes link in this description .
https://youtu.be/pOBS9wBXVjY
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Pstn (Public Switched Telephone Networks)
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Process of Staffing.
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Java History or Backgoround.
Java was created by a team of programmers at
Sun Microsystems in 1991.
It look 18 months to develop the first working version.
Actually, their original goal was to create a computer language that could be used to build programs that would run in any different execution environments
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Resource records define data types in the Domain Name System and are stored internally in binary format for DNS software but sent across networks in text format during zone transfers. Each resource record contains a domain name, class, type, time to live, and value fields, mapping domain names to associated data like IP addresses depending on the record type.
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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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Process of Organizing
- 1. PROCESS OF ORGANIZING CREATED BY – RAHUL DAREDIA
- 2. 1. Clarification of Objectives • Before formation of organizational structure , it is necessary to have the clearly defined goals & its proper understanding. • The main & the sub goals should be properly interpreted & on the basis of which organization is formed. CREATED BY – RAHUL DAREDIA
- 3. 2. List of Functions • After having clearly defined goals, with the helps of organizational structure, the list of work to be done is prepared. • At the time of preparing such as list it is ensured that not a single task is left or is repeated, and a special care taken for the same. • Hence the list of functions should be prepared on the basis of its proper consideration & the final distribution should be done. CREATED BY – RAHUL DAREDIA
- 4. 3. Departmentation of Function • Once when the first list of functions is prepared , the work area similar in nature are classified & similar functions are placed together , then the division of work is done accordingly. • Work is divided as per purchase area, sales area, accounts area, etc. • Then work division & specification is planned. CREATED BY – RAHUL DAREDIA
- 5. 4. To Determine Department Position & Abilities • Once when the work is properly, the task to have proper persons to handle the responsibilities are created as per positions & abilities are planned accordingly. CREATED BY – RAHUL DAREDIA
- 6. 5. The Delegation of power & Responsibilities • Divisional heads, sub divisional heads and skill based heads are finalized and then all the heads should be given power and responsibilities so that they can perform their work well. • In addition to that , clarification should be done of each person ’s post. CREATED BY – RAHUL DAREDIA
- 7. 6. Establishment of Inter Relationship • After the proper distribution of work , and delegation of power and responsibilities among different department personnel, the function of inter relations should be made clear. CREATED BY – RAHUL DAREDIA
- 8. 7. To Prepare Organizational Chart • In order to enable the people to have the perfect idea of each one ’s positions, a proper map should be prepared. CREATED BY – RAHUL DAREDIA