The document discusses span of management, which refers to the number of direct reports a manager can effectively oversee. It states that too many subordinates cannot be supervised effectively by a single manager. The optimal span depends on factors like leadership skills, subordinate skills, time available, work type, supervision level, and delegation of authority. The document also describes three types of relationships in management: direct single relationships between each subordinate and manager; direct group relationships where the manager interacts with the team; and cross relationships between subordinates.
It implies the number of people who are directly managed by a single individual. Span of management is also known as span of control, span of responsibility and span of authority.
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It implies the number of people who are directly managed by a single individual. Span of management is also known as span of control, span of responsibility and span of authority.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
Authority is the power to make decisions which guide the actions of others. Delegation of authority results in the creation of an organization.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
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A complete Overview Of Organizing in Principles Of Management.
A good Reference for people who are doing this topic presentation and also for the exams. I have covered almost every topic in organizing.
the importance of controlling,the link between controlling and planning. types of control methods. steps in control process and characteristics of effective control system.
INTRODUCTION to span of Control, DEFINITION, FACTORS AFFECTING SPAN OF CONTROL, 1) The ability of officers, 2) Availability of time for supervision:, 3) Nature of work:, 4) Plans for the enterprise:, 5) Ability and efficiency of subordinates:, 6) Techniques of control, 7) Degree of decentralization, 8) Service of experts, TYPES OF SPAN OF CONTROL, Narrow span of control and Wide span of control, Advantages and Disadvantages of narrow span and wide span of control
It contains information about the basic concepts of management like what is management, functions of management, levels of management which is the basis for every management student.
Organization is the backbone of management. Sound organization contributes greatly towards continuity & success of the organization.
Organizing is the process of integrating the physical, financial & human resources & establishing the productive relationship across them to accomplish the pre-determined goals.
It is concerned with the building up a stable framework or structure of various inter-related parts of the enterprise; each part having its own function & being centrally regulated.
Basic principles of organizing: Achievement of Goal
Division of work
Well defined jobs & Authority
Discipline
Co-ordination
Security & support
Better Human Relation
Adaptability
Formal organization consists of pre defined goal & well defined structure of the jobs having clear cut authority & responsibility.
It is based on basic rules, regulations, principles & practices where employees accomplish their task & achieve the goal of the organization.
In formal organization each & every employee is responsible for his/her own task & performance.
Examples: Production house & Service sectors
Informal organization values both personal & social relationship which is spontaneously established within the formal set up.
There is not any strict rules & regulations, but there is high scope of liberty & feelings.
The relationships are voluntary based on emotional set up. Therefore, no conscious effort is required to hold the relations.
Examples: friendship group.
Both formal & informal organizations play very vital role in organizational set up. Formal organizations work independently & informal organizations depend upon formal organizations.
Line organization is the most oldest & simplest form of administrative organization.
Line organization is also known as scalar organization as authority flows from top to bottom.
There is the line officer who has unified control and independent decision making power in their field.
Specialized or supportive services do not take place in line organizations.
There is also inadequate communication & some times lack of proper co-ordination due to one way communication.
Example: President, Vice President, Supervisor & Employees.
Line & Staff organization is a modification of the line organization & it is more complex than the pure line organization.
In this kind of organization, line officers & staff officers (Generalists & Specialists) work together. Line officers plan & execute the work whereas staff officers play advisory role.
Power of command remains with the line executives & staff serves only as counselors who reduce the burden of the line managers & help to take quick decision.
Centralization refers to the process in which organizations take decisions & plan. The decision making power is retained in the hand of the head of the organization & all other employees have to obey this.
Decentralization is just the opposite of centralization. It refers to delegation of decision making authority through out an organization.
Authority is the power to make decisions which guide the actions of others. Delegation of authority results in the creation of an organization.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
span of control in management
span of control formula
management span of control mckinsey
management span of control guidelines
span of control best practices
span of control ratio
manager span of control benchmark
examples of span of management
span of control formula
span of control guidelines
narrow span of control
types of span of control
span of control theory
what is span of management
average span of control ratio
span of control best practices
types of span of control
wide vs narrow span of control
management span of control guidelines
span of control formula
span of control in management
span of control benchmarks
span of control best practices
span of control ratio
A complete Overview Of Organizing in Principles Of Management.
A good Reference for people who are doing this topic presentation and also for the exams. I have covered almost every topic in organizing.
the importance of controlling,the link between controlling and planning. types of control methods. steps in control process and characteristics of effective control system.
INTRODUCTION to span of Control, DEFINITION, FACTORS AFFECTING SPAN OF CONTROL, 1) The ability of officers, 2) Availability of time for supervision:, 3) Nature of work:, 4) Plans for the enterprise:, 5) Ability and efficiency of subordinates:, 6) Techniques of control, 7) Degree of decentralization, 8) Service of experts, TYPES OF SPAN OF CONTROL, Narrow span of control and Wide span of control, Advantages and Disadvantages of narrow span and wide span of control
It contains information about the basic concepts of management like what is management, functions of management, levels of management which is the basis for every management student.
Organization is the backbone of management. Sound organization contributes greatly towards continuity & success of the organization.
Organizing is the process of integrating the physical, financial & human resources & establishing the productive relationship across them to accomplish the pre-determined goals.
It is concerned with the building up a stable framework or structure of various inter-related parts of the enterprise; each part having its own function & being centrally regulated.
Basic principles of organizing: Achievement of Goal
Division of work
Well defined jobs & Authority
Discipline
Co-ordination
Security & support
Better Human Relation
Adaptability
Formal organization consists of pre defined goal & well defined structure of the jobs having clear cut authority & responsibility.
It is based on basic rules, regulations, principles & practices where employees accomplish their task & achieve the goal of the organization.
In formal organization each & every employee is responsible for his/her own task & performance.
Examples: Production house & Service sectors
Informal organization values both personal & social relationship which is spontaneously established within the formal set up.
There is not any strict rules & regulations, but there is high scope of liberty & feelings.
The relationships are voluntary based on emotional set up. Therefore, no conscious effort is required to hold the relations.
Examples: friendship group.
Both formal & informal organizations play very vital role in organizational set up. Formal organizations work independently & informal organizations depend upon formal organizations.
Line organization is the most oldest & simplest form of administrative organization.
Line organization is also known as scalar organization as authority flows from top to bottom.
There is the line officer who has unified control and independent decision making power in their field.
Specialized or supportive services do not take place in line organizations.
There is also inadequate communication & some times lack of proper co-ordination due to one way communication.
Example: President, Vice President, Supervisor & Employees.
Line & Staff organization is a modification of the line organization & it is more complex than the pure line organization.
In this kind of organization, line officers & staff officers (Generalists & Specialists) work together. Line officers plan & execute the work whereas staff officers play advisory role.
Power of command remains with the line executives & staff serves only as counselors who reduce the burden of the line managers & help to take quick decision.
Centralization refers to the process in which organizations take decisions & plan. The decision making power is retained in the hand of the head of the organization & all other employees have to obey this.
Decentralization is just the opposite of centralization. It refers to delegation of decision making authority through out an organization.
Building Supervisory RelationshipsChapter OutlineSupervisory R.docxRAHUL126667
Building Supervisory Relationships
Chapter Outline
Supervisory Roles
The Supervisory Process
Clinical Supervision
The Relationship in Clinical Supervision
Case Supervision
Clinical Supervision from a Multicultural Perspective
Theories of Motivation
Content Theories
Process Theories: Expectancy Theory
Applying Theories of Motivation
Management by Objectives as a Motivator
Organizational Behavior Modification
Reward Systems
Power and Influence
Participative Decision Making as a Supervision Approach
Challenges in Supervision
Making the Transition to the Supervisory Role
Summary
The supervisor who oversees the work of other staff members is a key link between organizational expectations and the provision of services. Most human service professionals find themselves playing at least limited supervisory roles throughout their careers. Some carry out supervision in the context of a managerial role, but many supervise the work of a limited number of direct-service staff.
The distinction between managerial and professional supervision may be less important to supervisory effectiveness than the quality of the relationships that the individual supervisor is able to create. A model for supervision should be broad enough to accommodate the subtle role differences within the supervisory relationship. Such an all-encompassing model must take into account issues related to the supervisee’s motivation, the supervisor’s relational style, the relevance of power and authority, and the special problems inherent in human service settings.
Supervisory Roles
Today’s human service supervisor must fulfill several roles and functions to ensure efficient and effective services to clients. First and foremost, the supervisor, by virtue of the position, is an organizational leader. In this role, supervisors possess positional authority that allows them to facilitate supervisees’ motivation and activity toward the accomplishment of organizational goals and objectives. This general purpose of supervision is accomplished through the supervisor’s assumption of three corollary roles and functions: manager, mediator, and mentor. Together with and anchored by the leadership component, these dimensions bring to fruition a dynamic model of human services supervision.
As a manager, the human service supervisor must develop knowledge and skills in the areas of planning, budgeting, organizing, developing human resources, and evaluating programs. In today’s world of organizational accountability, the administrative, or managerial, function of supervision has attained significant importance. The supervisor is responsible not only for his or her own performance but ultimately for the performance of his or her supervisees as well. In fact, supervisory performance is usually measured in terms of the performance of the supervisor’s unit or team of supervisees. The supervisor is accountable to the organization and has an important role to play in ensuring positive outcomes for the agency’ ...
Describe the basic Functions of Management and the skills needed to .pdfakukukkusarees
Describe the approaches the companies are using to improve processes and secure information.
Provide your reactions to the following comment: Security is not simply a technology issue; it is
a business issue.
Solution
The implementation of information security in an organization must begin somewhere, and
cannot happen overnight. Following are the approaches used for Information security:
1) The top-down approach, in which the project is initiated by upper-level managers who issue
policy, procedures and processes, dictate the goals and expected outcomes, and determine
accountability for each required action, has a higher probability of success. This approach has
strong upper-management support, a dedicated champion, usually dedicated funding, a clear
planning and implementation process, and the means of influencing organizational culture.
2) An Incremental Approach to Building an Information Security Program:
- Identify an information security framework/standard that will be the basis of the security
program.
- Perform a security audit.
- Review the audit findings in the context of the selected framework/standard.
- Identify risk levels and establish a priority for developing policies, procedures, and controls..
8 Cs of Delegation of Authority:Essential Skill for Public Management Shahid Hussain Raja
Explains the concept,need and benefits of delegation of authority in public service as well as the its elements and then concludes with 8 Cs of delegation-the author's own framework
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In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
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Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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2.
Span of control, Span of supervision, Span
of authority and Span of responsibility are other
names for Span of manafgement.
It indicates the number of people directly
managed effectively by a single person.It is
accepted that the large number of
suboridinates cannot be supervised and their
efforts co-ordinated effectively by a single
executive.
3. Span of management means the number of
pepole managed efficiently by a single officer in
an organisation.
It implies that a single executive should not be
expected to give guidance to more people.Only
limited number of persons are allocated to the
exicutive for dividing the work or duties among
the workers.In order to avoide overburden to the
officers,it is essential to determine the span of
control of the exicutive officers.
4.
1.
2.
3.
4.
5.
6.
The following are some of the factors which
influence the span of management.
Leadership qualities
Qualities of the subordinate
Time available to supervisor
Nature of work
Level of supervison
Delegation of authority
5. 1. Direct single relationship
Direct Single Relationship is one in which a supervisor has direct
relationship with his subordinates individually. If A supervises B and C
who are subordinates, there are two direct single relationships. It is
explained with the help of the following chart:
SUPERVISOR
A
B
C
SUBORDINATES
6. 2. Direct group relationships
In direct Group Relationship, a supervisor has
direct relationship with his subordinates jointly. It is
explained with the help of the following chart:
SUPERVISOR
A
CONSULTATION
CONSULTATION
ATTENDANCE
B
C
SUBORDINATES
7. 3. Cross relationship
In Cross Relationship, a subordinate has
relationship with another subordinate mutually. It is
explained with the help of the following chart:
SUPERVISOR
A
RELATIONSHIP
B
C
SUB-ORDINATES
