This document discusses the differences between managerial level, managerial functions, and operative functions in organizations. It explains that managerial functions include planning, organizing, directing, and controlling. Operative functions include procurement, development, compensation, integration, and maintenance of human resources. The document provides detailed explanations of each of these functions and their importance for effective personnel management in organizations.
This document discusses organizational design and change. It states that there is no single best organizational structure, and the structure must match the company's strategy. Organizational design involves creating the right structure to implement strategy, while change modifies existing structures that no longer fit strategy. The document outlines different dimensions of organizational structure and contextual factors. It provides steps for developing an organizational design and notes that change affects structures and behaviors. Different structures are described that match various business and corporate strategies like diversification and internationalization.
Nature of organizing , formal and informal organizationPranav Kumar Ojha
The document discusses the nature of organizing. It defines organizing as identifying and grouping work, delegating responsibility and authority, and establishing relationships to enable effective teamwork. It describes the importance of organizing for specialization, clear relationships, optimal resource use, and adaptation. Organizing involves dividing work into jobs and departments, assigning tasks, and establishing individual, group and department relationships. Formal organizing is deliberately designed with clear roles, while informal organizing spontaneously arises from personal interactions.
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.
Organization and management 3 a Evolution of Management TheoryJesus Obenita Jr.
This document provides an overview of management concepts including:
- Scientific management pioneered by Taylor focused on defining the "one best way" to perform tasks.
- Fayol described general management principles like division of work and authority.
- Quantitative approaches use statistics and models to analyze problems and improve decisions.
- Organizational behavior examines how people and groups function within organizations.
- Current trends include addressing ethics, diversity, and globalization challenges in management.
This document discusses several topics related to organizational behavior. It begins by examining the significance of organizational behavior, noting its focus on understanding employee behavior to improve organizational effectiveness.
It then examines reasons for group formation, including personal characteristics, opportunity for interaction, common interests/goals, and the influence/power of groups.
Next, it critically examines McGregor's Theory X and Theory Y of human motivation, contrasting their assumptions about internal motivation, attitudes towards work, control/authority, and leadership styles.
It concludes by defining organizational change as a strategy to improve administrative, social, and technical management in response to environmental changes. It also discusses the concept of organization development, which incorporates changes through management development/training
The document discusses various approaches to human resource development (HRD), including the paternalistic approach, human resources development approach, human capital approach, social psychological approach, poverty alleviation approach, motivational approach, creativity approach, and inputs approach. It also explains the relationships between line and staff in an organization, describing how line executives have power of command while staff serves as counselors. Finally, it discusses workers training, including various training methods like on-the-job training, off-the-job training, apprenticeship training, vestibule training, internship training, and learner training.
This document provides an overview of management as a concept and process. It discusses:
1. Definitions of management, including it being a process of achieving goals through people, integrating resources, and continuous improvement. Key functions include planning, organizing, staffing, directing, coordinating, reporting and budgeting.
2. The history and theoretical scope of management, including its multidisciplinary nature and focus on goals.
3. The main features, nature, purpose, importance and functions of management, such as utilizing resources efficiently, establishing sound organization, and planning, organizing, staffing, directing and controlling.
4. Frederick Taylor's scientific management principles and the functions of management according to various theorists like
This document discusses industrial relations and trade unions in three paragraphs:
1) It provides background on industrial relations in the UK, noting that trade union membership makes up 24.7% of the workforce on average, but is higher in the public sector. There are estimated to be 6.5 million trade union members in the UK, though membership has declined since the 1980s and 1990s.
2) It examines problems faced by trade unions in India, such as uneven growth across sectors, small size and weak financial positions of most unions, and political and employer interference.
3) It suggests measures to strengthen trade unions, like encouraging one union per industry, training union workers, expanding membership, making unions independent of political
This document discusses organizational design and change. It states that there is no single best organizational structure, and the structure must match the company's strategy. Organizational design involves creating the right structure to implement strategy, while change modifies existing structures that no longer fit strategy. The document outlines different dimensions of organizational structure and contextual factors. It provides steps for developing an organizational design and notes that change affects structures and behaviors. Different structures are described that match various business and corporate strategies like diversification and internationalization.
Nature of organizing , formal and informal organizationPranav Kumar Ojha
The document discusses the nature of organizing. It defines organizing as identifying and grouping work, delegating responsibility and authority, and establishing relationships to enable effective teamwork. It describes the importance of organizing for specialization, clear relationships, optimal resource use, and adaptation. Organizing involves dividing work into jobs and departments, assigning tasks, and establishing individual, group and department relationships. Formal organizing is deliberately designed with clear roles, while informal organizing spontaneously arises from personal interactions.
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.
Organization and management 3 a Evolution of Management TheoryJesus Obenita Jr.
This document provides an overview of management concepts including:
- Scientific management pioneered by Taylor focused on defining the "one best way" to perform tasks.
- Fayol described general management principles like division of work and authority.
- Quantitative approaches use statistics and models to analyze problems and improve decisions.
- Organizational behavior examines how people and groups function within organizations.
- Current trends include addressing ethics, diversity, and globalization challenges in management.
This document discusses several topics related to organizational behavior. It begins by examining the significance of organizational behavior, noting its focus on understanding employee behavior to improve organizational effectiveness.
It then examines reasons for group formation, including personal characteristics, opportunity for interaction, common interests/goals, and the influence/power of groups.
Next, it critically examines McGregor's Theory X and Theory Y of human motivation, contrasting their assumptions about internal motivation, attitudes towards work, control/authority, and leadership styles.
It concludes by defining organizational change as a strategy to improve administrative, social, and technical management in response to environmental changes. It also discusses the concept of organization development, which incorporates changes through management development/training
The document discusses various approaches to human resource development (HRD), including the paternalistic approach, human resources development approach, human capital approach, social psychological approach, poverty alleviation approach, motivational approach, creativity approach, and inputs approach. It also explains the relationships between line and staff in an organization, describing how line executives have power of command while staff serves as counselors. Finally, it discusses workers training, including various training methods like on-the-job training, off-the-job training, apprenticeship training, vestibule training, internship training, and learner training.
This document provides an overview of management as a concept and process. It discusses:
1. Definitions of management, including it being a process of achieving goals through people, integrating resources, and continuous improvement. Key functions include planning, organizing, staffing, directing, coordinating, reporting and budgeting.
2. The history and theoretical scope of management, including its multidisciplinary nature and focus on goals.
3. The main features, nature, purpose, importance and functions of management, such as utilizing resources efficiently, establishing sound organization, and planning, organizing, staffing, directing and controlling.
4. Frederick Taylor's scientific management principles and the functions of management according to various theorists like
This document discusses industrial relations and trade unions in three paragraphs:
1) It provides background on industrial relations in the UK, noting that trade union membership makes up 24.7% of the workforce on average, but is higher in the public sector. There are estimated to be 6.5 million trade union members in the UK, though membership has declined since the 1980s and 1990s.
2) It examines problems faced by trade unions in India, such as uneven growth across sectors, small size and weak financial positions of most unions, and political and employer interference.
3) It suggests measures to strengthen trade unions, like encouraging one union per industry, training union workers, expanding membership, making unions independent of political
The document discusses key concepts related to organization and departmentation. It defines organization as the detailed arrangement of work and working conditions to perform activities effectively. It provides principles of organization like functional definition, specialization, span of control, and scalar chain. The document also discusses different types of organization structures like line, staff, functional, divisional, project, and matrix structures. It defines departmentation as the process of grouping tasks into jobs and combining jobs into work groups and departments. The need for departmentation includes specialization, expansion, autonomy, fixation of responsibility, appraisal, and administrative control. It lists types of departmentation such as by function, product, territory, and customer.
This document discusses organizational structure and related theories. It begins by defining key terms like organization, structure, and system. It then examines different dimensions of structure like complexity, formalization, and centralization. The document explores how factors like strategy, size, technology, and environment impact organizational structure. It presents various models and classifications of structure, including Woodward's technology classification and Peru's knowledge-based technologies. Finally, it outlines Mintzberg's five basic parts of an organization and different structural configurations like simple, machine bureaucracy, and professional bureaucracy structures.
1. The document discusses key concepts related to organizing, including defining organization, characteristics of organizations, organizational theories, vision, mission, objectives, management by objectives process, organizing function, organizing process, and principles of organizing.
2. It also covers purposes of organizing, organizational structure, types of organizational structure, elements of organizational structure, corporate restructuring, and staffing.
3. The recap section emphasizes that the vision statement describes future objectives, the mission defines how to achieve the vision, and organizing properly delegates roles and responsibilities through an efficient structure.
The document discusses the concepts of organizing, including defining organizing as the process of arranging work, authority, and resources to achieve organizational goals. It covers principles of organization like unity of command and span of control, and different types of organizational structures such as functional, divisional, and matrix structures. The document also examines concepts related to organizing like responsibility, authority, and centralization versus decentralization.
This document summarizes an assignment on managing employee performance through effective appraisal systems. It discusses the definition of performance management and factors that affect performance. It then reviews the history of different performance appraisal tools used over time, including their strengths and weaknesses. These tools include merit-rating systems, management by objectives, and behaviorally anchored rating scales. Finally, it compares management by objectives, performance appraisal, and performance management and concludes that performance management aims to continuously improve business effectiveness and individual performance through frequent review.
Organisational structure refers to the arrangement of jobs and groups within a company. An organizational chart visually depicts reporting relationships and the chain of command. Organizational structure is important for decision making and smooth business operations, as it defines roles and status within the company. Common structures include flat, tall, matrix, and divisional structures, each with their own advantages and disadvantages related to communication, decision making, and adaptability.
The document discusses organizational structure and classical organizational theory. It defines organizational structure as the hierarchical arrangement of lines of authority and communication within an organization. Classical organizational theory deals with essential elements like division of labor, delegation, authority, and specialization. The document also describes concepts like scalar principle, span of control, line and staff functions, and criticisms of hierarchical structures.
The document discusses various types of organizational structures including functional, divisional, matrix, and network structures. It provides details on each structure type, including their advantages and disadvantages. For example, it explains that a functional structure groups people based on expertise, while a divisional structure groups them according to products, markets, or customers. A matrix structure allows dual grouping by function and product.
This document discusses organization and management. It defines organization as a system of coordinated activities of people working together toward common goals under leadership. Key elements of organization include objectives, structure, departments, and centralization of authority. Management is defined as the process of directing work through planning, organizing, leading, and controlling resources to achieve objectives. The document also outlines principles of good organization and management techniques like organization development and management information systems. It concludes with a brief history of organization and management studies in the Philippines.
The document discusses different aspects of organizing, including definitions, types of organization structures, factors determining span of management, and departmentation. It defines organizing as the systematic arrangement of activities and grouping of tasks to achieve objectives. Different organization structures discussed include line, staff, functional, committee, project, and matrix structures. Factors like nature of work, technology, and manager's ability influence the span of management. Departmentation can be done by functions, products, territory, customers, process, and time.
This document provides definitions and short explanations of management concepts. It covers topics such as the five functions of management (planning, organizing, staffing, leading, controlling), managerial skills, productivity, goals, policies, procedures, budgets, management by objectives, decision making, risk analysis, and social responsibility. It also discusses organizational structure, types of organizational charts, departmentation, power, authority, and leadership styles. The document is a study guide that defines and explains various foundational management principles in brief form.
The document discusses Henri Fayol's 14 principles of management which include division of work, authority, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, order, equity, stability of personnel, initiative, and esprit de corps. It provides examples of how each principle can be applied in a library setting and concludes that Fayol's principles form the basis of scientific management and are applicable regardless of changing conditions.
The document provides information on different types of organizational structures and business organizations. It discusses the key aspects of line organization, line and staff organization, and functional organization, including their merits and demerits. It also covers different types of departmentation based on functions, products, processes etc. Finally, it summarizes various forms of business organizations from public sector undertakings to sole proprietorship, partnership, joint stock companies etc. highlighting their main characteristics.
Human resource management plays a key role in organizational success. Effective HRM policies help recruit and retain committed employees who contribute to competitive advantage. The document discusses differences between personal and HRM, recruitment processes, rewarding and motivating employees, and managing employee departures. It also covers the impact of legal requirements on HRM and the roles of line managers in performance monitoring.
Planning, organizing, leading, and controlling are the four primary functions of management. Organizing involves determining what tasks need to be done, who will do them, and how they will be coordinated. An organization's structure arranges people and resources to accomplish goals through division of work, delegation of authority, and coordination of activities. Managers play a key role in organizing by creating structures of working relationships and grouping people into departments according to tasks.
Chapter 2 The Evolution Of Management Theorymanagement 2
The document summarizes the evolution of management theory from the late 19th century to present. It traces the development of scientific management theory by Taylor and Gilbreth focused on efficiency. This was followed by administrative management theory emphasizing formal structure and Fayol's 14 principles of management. Behavioral management theory then arose, focusing on human factors, motivated by studies like Hawthorne and thinkers like Mary Parker Follett emphasizing participation. The evolution has involved an increasing focus on both efficiency and human/social aspects of organizing work.
This document discusses the concept of organizing. It defines organizing as the process of identifying and grouping work, defining responsibilities, and establishing relationships to enable people to work effectively together. The key points made are:
1. Organizing can be viewed as both an art and a science. As an art it involves applying skills and knowledge, and as a science it has systematic principles and cause-and-effect relationships.
2. There are various steps to organizing including dividing work, classifying activities, appointing personnel, and delegating authority.
3. Organizational structures can be formal or informal, and types include functional, divisional, and matrix structures.
4. Organizational charts are used
This chapter discusses organizing as the process of grouping people and tasks to achieve goals. It defines organizing and examines it as a process. The chapter also covers types of organization structures like line, line and staff, and functional. It discusses organization charts, departmentation, centralization vs decentralization, and the relationships between line and staff. The key goals of organizing are establishing responsibility, communication, and performance measurement.
The document provides an overview of the nature of organizations and management. It discusses key topics such as:
1. What constitutes an organization and the formal and informal structures within organizations. It also outlines principles of organization like division of labor, unity of command, and span of control.
2. The different forms an organization can take such as private, public, or cooperative enterprises.
3. Core concepts in management like the definition of management, goals of management in increasing productivity and effectiveness, and the key functions of planning, organizing, staffing, leading, and controlling.
4. Additional management topics like types of managers based on hierarchy and function, necessary managerial skills, and roles and responsibilities of managers
Oranisations & organisational behaviour chap 6Manshi Makati
The document discusses organizational structure and behavior. It describes four principles that determine organizational structure: hierarchy of authority, specialization, standardization, and centralization. It then discusses factors that influence organizational behavior such as organizational culture, power, change, learning, motivation, and attitudes. Finally, it contrasts autocratic and supportive management styles and their impact on information flow within an organization.
This document provides an overview of modern management theories and practices. It begins by defining management as the process of coordinating individual efforts to accomplish organizational goals. The document then outlines several key aspects of management including its objectives, functions, and importance. Specifically, it discusses the managerial functions of planning, organizing, staffing, leading, and controlling. It emphasizes that effective management requires both theoretical knowledge and practical application. The document provides context on management's role in solving problems, administration, human resources, and leadership. It aims to promote excellence among managers and encourage applying management theory to day-to-day operations.
This document provides an overview of modern management theories and practices. It begins by defining management and outlining its key objectives, functions, and goals. Planning, organizing, staffing, leading, and controlling are identified as the five main functions of management. The document discusses different management skills required at various levels of an organization. It emphasizes the importance of studying management theory to better understand relationships between variables and apply principles to real-world management. Various management theories are then discussed to provide frameworks for analyzing organizational practices.
The document discusses key concepts related to organization and departmentation. It defines organization as the detailed arrangement of work and working conditions to perform activities effectively. It provides principles of organization like functional definition, specialization, span of control, and scalar chain. The document also discusses different types of organization structures like line, staff, functional, divisional, project, and matrix structures. It defines departmentation as the process of grouping tasks into jobs and combining jobs into work groups and departments. The need for departmentation includes specialization, expansion, autonomy, fixation of responsibility, appraisal, and administrative control. It lists types of departmentation such as by function, product, territory, and customer.
This document discusses organizational structure and related theories. It begins by defining key terms like organization, structure, and system. It then examines different dimensions of structure like complexity, formalization, and centralization. The document explores how factors like strategy, size, technology, and environment impact organizational structure. It presents various models and classifications of structure, including Woodward's technology classification and Peru's knowledge-based technologies. Finally, it outlines Mintzberg's five basic parts of an organization and different structural configurations like simple, machine bureaucracy, and professional bureaucracy structures.
1. The document discusses key concepts related to organizing, including defining organization, characteristics of organizations, organizational theories, vision, mission, objectives, management by objectives process, organizing function, organizing process, and principles of organizing.
2. It also covers purposes of organizing, organizational structure, types of organizational structure, elements of organizational structure, corporate restructuring, and staffing.
3. The recap section emphasizes that the vision statement describes future objectives, the mission defines how to achieve the vision, and organizing properly delegates roles and responsibilities through an efficient structure.
The document discusses the concepts of organizing, including defining organizing as the process of arranging work, authority, and resources to achieve organizational goals. It covers principles of organization like unity of command and span of control, and different types of organizational structures such as functional, divisional, and matrix structures. The document also examines concepts related to organizing like responsibility, authority, and centralization versus decentralization.
This document summarizes an assignment on managing employee performance through effective appraisal systems. It discusses the definition of performance management and factors that affect performance. It then reviews the history of different performance appraisal tools used over time, including their strengths and weaknesses. These tools include merit-rating systems, management by objectives, and behaviorally anchored rating scales. Finally, it compares management by objectives, performance appraisal, and performance management and concludes that performance management aims to continuously improve business effectiveness and individual performance through frequent review.
Organisational structure refers to the arrangement of jobs and groups within a company. An organizational chart visually depicts reporting relationships and the chain of command. Organizational structure is important for decision making and smooth business operations, as it defines roles and status within the company. Common structures include flat, tall, matrix, and divisional structures, each with their own advantages and disadvantages related to communication, decision making, and adaptability.
The document discusses organizational structure and classical organizational theory. It defines organizational structure as the hierarchical arrangement of lines of authority and communication within an organization. Classical organizational theory deals with essential elements like division of labor, delegation, authority, and specialization. The document also describes concepts like scalar principle, span of control, line and staff functions, and criticisms of hierarchical structures.
The document discusses various types of organizational structures including functional, divisional, matrix, and network structures. It provides details on each structure type, including their advantages and disadvantages. For example, it explains that a functional structure groups people based on expertise, while a divisional structure groups them according to products, markets, or customers. A matrix structure allows dual grouping by function and product.
This document discusses organization and management. It defines organization as a system of coordinated activities of people working together toward common goals under leadership. Key elements of organization include objectives, structure, departments, and centralization of authority. Management is defined as the process of directing work through planning, organizing, leading, and controlling resources to achieve objectives. The document also outlines principles of good organization and management techniques like organization development and management information systems. It concludes with a brief history of organization and management studies in the Philippines.
The document discusses different aspects of organizing, including definitions, types of organization structures, factors determining span of management, and departmentation. It defines organizing as the systematic arrangement of activities and grouping of tasks to achieve objectives. Different organization structures discussed include line, staff, functional, committee, project, and matrix structures. Factors like nature of work, technology, and manager's ability influence the span of management. Departmentation can be done by functions, products, territory, customers, process, and time.
This document provides definitions and short explanations of management concepts. It covers topics such as the five functions of management (planning, organizing, staffing, leading, controlling), managerial skills, productivity, goals, policies, procedures, budgets, management by objectives, decision making, risk analysis, and social responsibility. It also discusses organizational structure, types of organizational charts, departmentation, power, authority, and leadership styles. The document is a study guide that defines and explains various foundational management principles in brief form.
The document discusses Henri Fayol's 14 principles of management which include division of work, authority, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, order, equity, stability of personnel, initiative, and esprit de corps. It provides examples of how each principle can be applied in a library setting and concludes that Fayol's principles form the basis of scientific management and are applicable regardless of changing conditions.
The document provides information on different types of organizational structures and business organizations. It discusses the key aspects of line organization, line and staff organization, and functional organization, including their merits and demerits. It also covers different types of departmentation based on functions, products, processes etc. Finally, it summarizes various forms of business organizations from public sector undertakings to sole proprietorship, partnership, joint stock companies etc. highlighting their main characteristics.
Human resource management plays a key role in organizational success. Effective HRM policies help recruit and retain committed employees who contribute to competitive advantage. The document discusses differences between personal and HRM, recruitment processes, rewarding and motivating employees, and managing employee departures. It also covers the impact of legal requirements on HRM and the roles of line managers in performance monitoring.
Planning, organizing, leading, and controlling are the four primary functions of management. Organizing involves determining what tasks need to be done, who will do them, and how they will be coordinated. An organization's structure arranges people and resources to accomplish goals through division of work, delegation of authority, and coordination of activities. Managers play a key role in organizing by creating structures of working relationships and grouping people into departments according to tasks.
Chapter 2 The Evolution Of Management Theorymanagement 2
The document summarizes the evolution of management theory from the late 19th century to present. It traces the development of scientific management theory by Taylor and Gilbreth focused on efficiency. This was followed by administrative management theory emphasizing formal structure and Fayol's 14 principles of management. Behavioral management theory then arose, focusing on human factors, motivated by studies like Hawthorne and thinkers like Mary Parker Follett emphasizing participation. The evolution has involved an increasing focus on both efficiency and human/social aspects of organizing work.
This document discusses the concept of organizing. It defines organizing as the process of identifying and grouping work, defining responsibilities, and establishing relationships to enable people to work effectively together. The key points made are:
1. Organizing can be viewed as both an art and a science. As an art it involves applying skills and knowledge, and as a science it has systematic principles and cause-and-effect relationships.
2. There are various steps to organizing including dividing work, classifying activities, appointing personnel, and delegating authority.
3. Organizational structures can be formal or informal, and types include functional, divisional, and matrix structures.
4. Organizational charts are used
This chapter discusses organizing as the process of grouping people and tasks to achieve goals. It defines organizing and examines it as a process. The chapter also covers types of organization structures like line, line and staff, and functional. It discusses organization charts, departmentation, centralization vs decentralization, and the relationships between line and staff. The key goals of organizing are establishing responsibility, communication, and performance measurement.
The document provides an overview of the nature of organizations and management. It discusses key topics such as:
1. What constitutes an organization and the formal and informal structures within organizations. It also outlines principles of organization like division of labor, unity of command, and span of control.
2. The different forms an organization can take such as private, public, or cooperative enterprises.
3. Core concepts in management like the definition of management, goals of management in increasing productivity and effectiveness, and the key functions of planning, organizing, staffing, leading, and controlling.
4. Additional management topics like types of managers based on hierarchy and function, necessary managerial skills, and roles and responsibilities of managers
Oranisations & organisational behaviour chap 6Manshi Makati
The document discusses organizational structure and behavior. It describes four principles that determine organizational structure: hierarchy of authority, specialization, standardization, and centralization. It then discusses factors that influence organizational behavior such as organizational culture, power, change, learning, motivation, and attitudes. Finally, it contrasts autocratic and supportive management styles and their impact on information flow within an organization.
This document provides an overview of modern management theories and practices. It begins by defining management as the process of coordinating individual efforts to accomplish organizational goals. The document then outlines several key aspects of management including its objectives, functions, and importance. Specifically, it discusses the managerial functions of planning, organizing, staffing, leading, and controlling. It emphasizes that effective management requires both theoretical knowledge and practical application. The document provides context on management's role in solving problems, administration, human resources, and leadership. It aims to promote excellence among managers and encourage applying management theory to day-to-day operations.
This document provides an overview of modern management theories and practices. It begins by defining management and outlining its key objectives, functions, and goals. Planning, organizing, staffing, leading, and controlling are identified as the five main functions of management. The document discusses different management skills required at various levels of an organization. It emphasizes the importance of studying management theory to better understand relationships between variables and apply principles to real-world management. Various management theories are then discussed to provide frameworks for analyzing organizational practices.
This document provides an overview of industrial management and engineering economics. It discusses key topics such as the definition of industrial management, its functions, organizational structures, production systems, and productivity. Industrial management involves planning, organizing, staffing, directing, and controlling activities to efficiently use resources to achieve goals. The main organizational structures described are line/functional, line and staff, and matrix/project. Production systems range from job shops with low volume/high variety to continuous production. Productivity is measured as the ratio of outputs to inputs, and improving productivity increases efficiency.
The document discusses the systems approach to management. It describes a system as a set of interrelated parts working towards a common goal. It outlines the key elements of a system including inputs, the transformation process, outputs, and aspects that are reenergized as new inputs. Managers use planning, organizing, staffing, leading, and controlling to transform inputs like resources, demands, and environmental factors into outputs like products, profits, and stakeholder satisfaction. The systems approach views the organization holistically and emphasizes interdependence, feedback, and adapting to changes.
The document discusses the systems approach to management. It describes a system as a set of interrelated parts working towards a common goal. It identifies the key elements of a system as inputs, transformation processes, outputs, and feedback. The systems approach views an organization holistically and emphasizes the interdependence of its various parts and the environment. Managers use this approach to coordinate activities, anticipate consequences, and solve problems comprehensively rather than through a piecemeal process.
Performance management in hospitals focuses on clinical outcomes, patient satisfaction, and operational efficiency. Key metrics include mortality and complication rates, patient experience scores, average length of stay, and operating costs. For electrical retailers, common metrics center around sales, profits, inventory levels, and customer service. Retailers track sales targets, gross and net profits, stock turnover rate, and metrics like average handling time per customer call. Both sectors also monitor employee engagement and development through performance reviews.
This document provides definitions of management from various authors and defines the key functions of management. It discusses planning, organizing, directing, leading, and controlling as the main functions. It also discusses the roles of managers and challenges faced by management, such as responding to economic pressures, globalization, diversity, innovation, networked organizations, and work-life balance issues. Finally, it provides a brief history of Unilever focusing on responsible corporate behavior.
Dissertation on appraise organizational structural contexts to lead & wor...Tutors India
This document discusses organizational structural contexts and how they impact communication and work within physical and virtual environments. It identifies several key organizational structural factors, including formalization, specialization, hierarchy, authority, centralization, and professionalism. It also discusses important contextual factors such as organizational size, technology, environment, strategy, mission, goals, and culture. The document argues that organizational structural factors play a crucial role in enabling fluid communication within and between organizations, and that employees in virtual environments may have greater productivity and sustainability than those in physical environments. It concludes that these factors are important for enhancing overall productivity in both physical and virtual organizations.
Management involves planning, organizing, staffing, directing, coordinating, and controlling to achieve organizational goals. Planning establishes objectives and strategies. Organizing develops the organizational structure and divides work. Staffing involves selecting, training, and retaining personnel. Directing includes issuing orders, supervising work, leading, motivating, and communicating. Coordinating synchronizes activities. Controlling regulates activities according to plans by establishing standards, measuring performance, comparing to standards, and correcting deviations. Budgeting is a planning and controlling tool expressed in financial terms based on expected income and expenditures.
Total Quality Management (TQM) is an organization-wide intervention aimed at increasing customer satisfaction through improving quality. [1] TQM targets the entire organization, including suppliers and customers, and requires changing the organizational culture and philosophy. [2] The purpose is to make quality the standard approach across all processes. [3] Effectiveness is measured through increased customer satisfaction and metrics like reduced defects, higher sales and market share. [4] Research shows successful TQM programs report gains in these areas after a long-term commitment to cultural and systemic change. [5] Outcomes must be continuously assessed for TQM to be effective long-term. [6] Successful implementation requires participation and commitment from all levels, especially top
organising and itrarionality in educational settingstimothy katerere
The scope of school organising is very vast. It includes; efficiency of the institution, securing benefits of the school through practical measures, clarification of the functions of the school, coordination of the educational programmes, sound educational planning, good direction, efficient and systematic execution. This presentation seeks to give a comprehensive definition of organising and discuss the rationale for organising having defined some key terms. Which will include 1.Allocation of responsibilities. 2. Accountability 3. Establishing clear channels of communication 4. Resource deployment . Organising helps managers to deploy resources meaningfully. 5. The principle of synergy enhances the effectiveness and quality of the work performed. 6. Division of work . Departmentalisation and Coordination.
Performance management involves (1) identifying job functions and relating them to organizational goals, (2) developing performance standards, (3) providing regular feedback, and (4) conducting performance appraisals. The key benefits include focusing on results rather than activities, aligning work with goals, and treating employees fairly based on performance. Effective performance management includes establishing job descriptions, standards, observation, feedback, appraisal, and development.
This document is a student essay discussing theories of human resource management (HRM). It covers 9 major theories: organizational behavior theory, motivation theory, AMO (ability, motivation, opportunity) theory, human capital theory, resource-based theory, institutional theory, transaction costs theory, agency theory, and contingency theory. For each theory, the document provides a brief explanation of the key concepts and how it relates to HRM practices. The document includes an introduction, conceptual framework section covering the 9 theories in detail, and a conclusion with recommendations.
This document is a student essay discussing theories of human resource management (HRM). It covers 9 major theories: organizational behavior theory, motivation theory, AMO (ability, motivation, opportunity) theory, human capital theory, resource-based theory, institutional theory, transaction costs theory, agency theory, and contingency theory. For each theory, the document provides a brief explanation of the key concepts and how it relates to HRM practices. The document is structured with an introduction, conceptual framework section covering the 9 theories in detail, and a conclusion with recommendations.
This document discusses human resource management (HRM). It defines HRM as the process of procuring, developing and maintaining competent human resources in an organization to help the organization achieve its goals effectively and efficiently. The document outlines the key objectives, scope and functions of HRM. The functions include managerial functions like planning, organizing, staffing, directing and controlling. It also discusses operative functions related to procuring the right employees, developing their skills, providing compensation and benefits, and maintaining employee well-being and satisfaction. Motivation is discussed as an important factor in HRM. Maslow's hierarchy of needs and Herzberg's two-factor theory are mentioned as content theories of human motivation relevant to HRM.
Human Resource Management (UGC NET Commerce & ManagementUmakantAnnand
This Hand Book, Contain, detail and unique materiel of UGC NET Commerce and Management students, all the aspirants can get success by studding this book.
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distinguishing various management levels
1. Distinguish between managerial level, managerial functions and operative functions
Every organisation hires, pays, maintains and separates its employees. This means every
organisation - big or small in some or other forms performs certain personnel functions. In the
past, owners of organisation did not pay much attention toward this issue for various reasons like
disorganized labor market. Lack of human consideration, exploitative tendency etc. Since then a
great upheaval occurred marking the arrival of modem age, which experienced revolutionary
change in almost all walks of life. The development need, rise of trade union movement,
socialistic pattern of society, human relation movement and welfare state concept emphasized
the need for greater and scientific attention toward personnel functions. Consequently,
organisations started making use of the knowledge of personnel management for effective
utilisation of human resources. Result of the use of the knowledge was so encouraging that other
enterprises followed the suit. The role and importance of personnel management for any
organised venture can be explained in the following way (Weihrich & Koontz, 2005).
Personnel Management aims at abstaining and maintaining capable and effective work force,
motivating employees individually and in groups to contribute their maximum to the fulfillment
of organisational goals while advancing towards their own individual and group goals and
integrating them with organisation in such a manner that the employees and their groups feel a
sense of involvement with the organisation.
In fact, the personnel functions differ from concern to concern, but certain broad functions
applicable to all. Organisations can be listed. However, these functions can he broadly grouped
under two heads as Managerial Functions, and Operative functions
2. i) Managerial Functions
1) Planning
Planning is regard to the human resource function involves deliberate determination
of objectives, planning of human resource requirements, recruitment, selection, training
etc. It also involves forecasting of personnel needs, changing values, attitudes and behavior of
employees and their impact of organization
2) Organizing
Organising function is a process by which group of human brings allocates its tasks among its
members identifies relationships and integrates its functions towards the achievement of
common goal. It calls for designing the structure of relationship among jobs through delegation
of authority, communication and accountability, man power planning, managing job positions
and providing physical facilities. Thus organising establishes relationships among the employees
so that they can collectively contribute to the attainment of the organisational goals.
3) Directing
Directing as a managerial function involves building sound industrial and human relations
among people working in the personnel area of organisation. It includes leading motivating,
communicating, guiding and reorienting personnel job for their better performance towards
accomplishing organisational objectives. The personnel manager has to coordinate various
managers’ different levels as for as personnel functions are concerned.
4) Controlling
3. Controlling function is concerned with regulating activities in accordance with the personnel
plans in respect of operating goals. It includes checking, verifying and comparing actuals with
the plans, identifying deviations if any and correcting them. Thus operations are adjusted to
predetermined plans and standard through taking corrective measures. Auditing, training
programmers, analyzing, labor turnover records, directing morale surveys, conducting separate
interviews are some of the means for controlling the personnel management function.
ii) Operative Functions
(1) Procurement
Procurement is concerned with the obtaining of the proper quality and quantity of personnel
necessary it in order to accomplish objectives and functions of an organization. It also includes
the determination if human resources requirements and their recruitment, selection and
placement (Jones & George, 2003).
(2) Development
Development deals with increasing the skill and competence of those personnel through training
and other programs. Management development is future oriented and concerned with education.
These activities attempt to instill sound reasoning process-to enhance one's ability to understand
and interpret knowledge - rather than imparting a body of facts or teaching a specific set of
motor skills. Development therefore focuses more on the employee's personal growth
(3) Compensation
4. Compensation provides for their adequate and equitable remuneration in order to secure their
best contribution to the achievement of the organisation's objectives. Fixation of compensation or
wage rates for different categories of employees in a cooperative society is an important task of
management. The employees are not only concerned with wages received but also concerned
with the level of wages received by same level of employees in similar societies. Hence wage
structure may be considered very important. The relative wage rules should be fixed carefully,
because they have implications for promotion, transfer, seniority and other important personnel
matters.
(4) Integration
The basic objective of manpower management is to secure maximum performance from the
employees willingly to accomplish the objectives of an organisation. This is possible through
better integration between the organisation and its employees. An effective integration between
the two is the function of three things-motivation, leadership and communication. In recent years
the human relation exponents have revolutionised the ways and means of dealings with
employees and organisations have become innovative in seeking effective integration of
employees for greater performance and productivity. Hence, managerial job has become more
complicated and challenging (Agbaeze, 2007).
(5) Maintenance
It refers to maintaining the abilities and attitudes already created and improving the conditions
established through health safety, welfare and benefit programs.
(6) Human relations
5. Human relation with the management denotes the collective relationship between management
and employees in a cooperative society. It means absence of disputes between the two parties
and the existence of understanding. Benefits arrived at from good human relations are the
economic progress of a country, maintaining their cooperative democracy, formulation of
informal personal policies, encourage collective bargaining, help government in making laws for
broadly unfair practices of unions and employers, rightful recognition of trade unions that will
boost the discipline and morale of workers.
b) What are the needs and importance of management principles s given by Koontz and o
Donnell (15 marks)
The importance and need of management principles in the field of management cannot be
overemphasized. The main concern of these principles is to bring about improvement, efficiency,
effectiveness and productivity in the operations of organisations (Drucker, 1989). Some of the
key importance of these principles is as outlined below:
1. Division of Labour. This involves the separation of skill areas into functional areas based on
specialization. According to him, this will eliminate any uncertainty in the organisation.
Division of labour also involves the specialization of the workforce, thereby creating specific
personal and professional development within the labour force which entails increasing
productivity and leads to increases in the efficiency of labour. By separating a small part of
work, the speed and accuracy in the workforce’s performance increases. This principle applies to
the employees at both the technical as well as managerial levels.
6. 2. Authority and Responsibility. Henri Koontz and o Donnell postulated that authority and
responsibility are important, both as a result of manager’s position as well as other forms of
informal authority that emanates from personal expertise, technical knowledge, leadership
abilities, etc.Koontz and o Donnell opines that where there are clear divisions of the levels of
authority and responsibility, uncertainty in organization will be reduced or even eliminated
entirely. This reduces the tendency of any manager usurping another person’s authority.
3. Unity of Command. The principle of unity of command emphasises that each organizational
member should have only a single superior whom he/she reports to. Proponents of this concept
believe that it lessens conflict, confusion havoc within the organisational hierarchy and creates
greater feelings of personal responsibility for results or accomplished tasks. Although, possibility
of dual command exist in many because this practice is often inevitable. The chief problem with
dual command is however the difficulty in the responsibility and authority of organisation
managers.
4. Line of Authority. By line of authority, we are referring to the chain of command from the top
level down to the bottom of an organisational structure. The efficiency of communication in
organisations is greatly influenced by the length of the chain of command. An organization with
a flatter structure (lesser levels) will be able to disseminate information at a faster pace. Also, its
planning, controlling functions will be carried on much quicker too. This is because there are
fewer interactions which invariably mean quicker decision making too.
5. Centralisation. This refers to concentrating power and authority at the top hierarchy of an
organisation. Koontz and o Donnell opines that authority should not be so much concentrated at
the top managerial hierarchy. This is so since centralisation entails only managers at the top
7. hierarchy are charged with the making of most decisions, particularly, important decisions. This
indicates danger as the lower level managers or subordinates have little or nothing at stake or are
not participants in decision making. However, its chief advantage is that it permits top hierarchy
the opportunity to have a good control over the affairs of the enterprise which means prompt and
appropriate response to problems and issues within the enterprise (Koontz, O’Donnell &
Weihrich, 1980).
6. Unity of Direction. This refers to having a single guiding plan. By this principle it means that
tasks that have the same aim need to come under a single head and a common plan as guide. The
rationale behind this principle is to be focused and controversies that will arise with organisation
members working at cross purposes.
7. Discipline. This refers to respect for organisational members so as to ensure reliability and
hard work which are needed to achieve organisational goals.
In specific terms discipline entails obedience, proper conduct in relation to thers and respect of
authority. Discipline is virtually essential for the smooth functioning of all organizations.
8. Equity. Where subordinates are loyal and committed to their duties, it is quite normal for top
management to treat them with respect, fairness, impartiality, etc. When this occurs, the
workforce is encouraged and motivated to attain higher levels of performance.
9. Order. Here, the emphasis is on the arrangement of organisational resources – human and
material. Koontz and o Donnell’s concern was with orderliness that could result into efficiency
and resourcefulness in organisations. Hence, he recommended the use of organisational charts.
Order will also enhance proper career planning and development along career paths.
8. 10. Subordination of Individual Interests to the Common Interest. The concern here is due to the
fact that there is diversity in interests of organisation members. The principle is emphasizing the
superiority of the interest of the organisation over and above those of individuals and groups if
the organisation is to survive.
11. Initiative. Initiative simply means the possibility to subordinates to exercise creativity
without direction or control from superiors.It is key ingredient in the ability to survive in any
keenly competitive environment.
Utilizing the initiative of employees can add strength and new idea to organizations because
initiative is a source of strength for the organization because it provides new and better ideas.
Koontz and o Donnell opined that managers must be encouraged to exercise their initiative
potentials. Thus, being able to strike a balance between order and initiative is a vital managerial
tool.
12. Remuneration. Koontz and o Donnell posited that the remuneration system which has
important implication must be fair enough to encourage efficiency and productivity He proposed
bonus and profit sharing plans as a system of rewarding employees.
13. Stability of Tenure. Koontz and o Donnell argued that high labour turnover in organisations
results from poor or bad management. He therefore recommended for long term employment. He
believed this to be a factor that can bring about the development of skills that can improve
organisational sense for proper utilization of resources. The tenure of service should not be too
short and employees should not be moved from positions frequently. Koontz and o Donnell
argued that an employee cannot render useful service if he is removed before he becomes
9. accustomed to the work assigned to him and that such removals may to a large extent lead to
labour turnover.
14. Esprit De Corps. This is a French word meaning “in unity there is strength”. It emphasises
the feelings of commitment or devotion with interest to a common cause among members of an
organisation or group or team. This team spirit is usually is a catalyst that helps develop an
atmosphere of mutual trust and understanding and can be used to initiate and aid the processes of
management functions.
c) Explain ten emerging trends in strategic planning and implementation (10 marks)
After World War II, when military strategy came into the business world as strategic planning,
so did these constraints. As a result, strategic planners focused on predicting the future based on
historic trend lines; invested heavily in gathering all available data; and produced a small number
of directives issued from the top, for the rest of the organization to execute. There are many
emerging issues that pose challenges to strategic planning. For instance, Economic and
Demographic Challenges, information technology among others are some of the challenges.
This approach to strategic planning was a reasonably good fit for much of the business world
from the fifties through the eighties. But with the rise of high-tech tools and increased
globalization in the nineties, the world began to change, and now it looks quite different indeed.
The future is no longer reasonably predictable based on the past—in fact; it is liable to be
startlingly different. Good data is easy to access and cheap to acquire. Communication is rapid,
indiscriminate, and constant (Dess, 2006).
10. The world has become a more turbulent place, where anyone with a new idea can put it into
action before you can say “startup” and launch widespread movements with a single Tweet. This
has left organizational leaders with a real problem, since the trusted, traditional approach to
strategic planning is based on assumptions that no longer hold. The static strategic plan is dead.
This has led to increasingly polarized attitudes about the value of having a strategy at all. Some
leaders are valiantly trying to save strategic planning by urging us to focus even more on
rigorous data analysis. Others deny the value of strategy, arguing that organizations need agility
above all else (an attitude that famed strategist Roger Martin).
We think that what is necessary today is a strategy that breaks free of static plans to be adaptive
and directive that emphasizes learning and control, and that reclaims the value of strategic
thinking for the world that now surrounds us. Martin acknowledged this point at the Skoll World
Forum in 2010 when he said: “Every model is wrong and every strategy is wrong. Strategy in a
way helps you learn what is ‘righter’. People think you can prove a strategy in advance. You
can’t”
The approach we developed in working with our clients at Monitor Institute is what we call
adaptive strategy. We create a roadmap of the terrain that lies before an organization and
develop a set of navigational tools, realizing that there will be many different options for
reaching the destination. If necessary, the destination itself may shift based on what we learn
along the way.
Creating strategies that are truly adaptive requires that we give up on many long-held
assumptions. As the complexity of our physical and social systems make the world more
11. unpredictable, we have to abandon our focus on predictions and shift into rapid prototyping and
experimentation so that we learn quickly about what actually works. With data now ubiquitous,
we have to give up our claim to expertise in data collection and move into pattern recognition so
that we know what data is worth our attention. We also know that simple directives from the top
are frequently neither necessary nor helpful. We instead find ways to delegate authority, get
information directly from the front lines, and make decisions based on a real-time understanding
of what’s happening on the ground. Instead of the old approach of “making a plan and sticking to
it,” which led to centralized strategic planning around fixed time horizons, we believe in “setting
a direction and testing to it,” (Ball, McCulloch, Frantz, Geringer & Minor, 2004) treating the
whole organization as a team that is experimenting its way to success .
This approach wouldn’t surprise anyone in the world of current military strategy. Recent
generations of military thinkers have long since moved beyond the traditional approach, most
notably famed fighter pilot John Boyd. He saw strategy as a continuous mental loop that ran
from observe to orient to decide and finally to act, returning immediately to further observation.
By adopting his mindset (with a particular emphasis on the two O’s, given our turbulent context),
we can get much better at making strategy a self-correcting series of intentional experiments
(Aguilar, 2003).
To provide structure to this fluid approach, we focus on answering a series of four interrelated
questions about the organization’s strategic direction: what vision you want to pursue, how you
will make a difference, how you will succeed, and what capabilities it will take to get there. The
skills and mindset for today’s strategic planning will come from continuously asking ourselves
these questions about our organizations, programs, and initiatives. Once we accept Dwight D.
12. Eisenhower’s sage advice that “Plans are useless, but planning is everything,” we will be ready
to adapt to whatever curveballs the twenty-first century sees fit to throw.
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Enugu Campus
Aguilar, O. (2003). “How strategic performance management is helping companies create
business
value.” Strategic Finance, 84(7); 44-49.Bosworth, Barry and Gary
Ball, D. A; McCulloch, W. H. (Jr)., Frantz, P., Geringer, J. M. and Minor, M. S. (2004)
Business: The Challenge of Global Competition. Boston, McGraw-Hill Irwin
Dess, G. G. (2006, November). “Consensus on strategy formulation and organizational
performance: competitors in a fragmented industry.” Strategic Management
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Drucker, P (1989). The Practice of Management. Jordan Hill Oxford, Butterworth-
Heinemann
Jones, G. R and George, J. m. (2003). Contemporary Management. 3rd (ed). New York
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Koontz, H. O’Donnell and Weihrich, H. (1980). Management. 7th ed. Tokyo. McGraw-Hill
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