Strategy-structure typology
•Download as PPTX, PDF•
6 likes•3,020 views
Strategy-structure typology is an approach to organizational structure that examines the relationship between a company's strategy and its structure. It identifies five coordinating mechanisms for monitoring work - mutual adjustment, direct supervision, standardization of work processes, standardization of outputs, and standardization of work skills. An organization also has key parts like the strategic apex, operating core, middle line, technostructure, and support staff. There are three dimensions of decentralization - vertical, horizontal, and selective. The interaction of these elements results in five structural configurations - simple structure, machine bureaucracy, professional bureaucracy, divisionalized form, and adhocracy.
Report
Share
Report
Share
Recommended
HRM - Organisational Structure
This document discusses organizational structures and ways to improve them. It covers alternative structures like hierarchies, spans of control, and how structures impact business performance. Specific topics include narrow vs wide spans of control, chains of command, levels of hierarchy, common types of structures, delegating authority, empowering employees, and changing structures. Communication within and outside the business is also addressed as important for coordination, motivation, and decision making. Barriers to effective communication and methods to obtain feedback are outlined.
Classical schools of management
This document summarizes the classical schools of management theory that developed during the Industrial Revolution to address problems in managing employees and increasing productivity. The two branches discussed are the classical scientific school and the classical administrative school. The classical scientific school focused on analyzing jobs and standardizing work processes, as championed by Frederick Taylor. The classical administrative school emphasized formal organizational structures and management principles, as studied by theorists like Max Weber, Henri Fayol, and Mary Parker Follett.
Quality and global competitiveness
The document discusses the relationship between quality and global competitiveness. It outlines steps to measure the cost of poor quality, including identifying quality-related activities, estimating their costs, collecting data, and taking corrective actions. It also discusses how human resources relate to competitiveness and the characteristics of world-class organizations. Management by accounting, which focuses on short-term financials rather than long-term quality improvements, is presented as the antithesis of total quality management.
Factors Affecting Organisational Structure
The environment is infinite and includes everything outside the organization.
However, the analysts considers only the aspects of the environment to which the organization is sensitive and must respond to survive.
Thus, organizational environment is defined as all elements that exist outside the boundary of the organization and have the potential to affect all or part of the organization.
organizational development
This document discusses organization development (OD) and its strategies. It defines OD as "an effort, planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization’s processes, using behavioral-science knowledge." Some key OD strategies discussed include action research, conflict management, executive development, goal setting, group facilitation, and strategic planning. Action research is described as an assessment and problem-solving process aimed at improved effectiveness. The steps in action research are also outlined. Reasons for doing OD include addressing human resources, changing workplace nature, global market pressures, and accelerated rate of change. Both internal and external consultants can be change agents in OD. A formula for change
Environment & culture
The document discusses the organizational environment and culture. It describes the external environment as consisting of general environmental factors like economic conditions that indirectly influence all organizations, as well as task environmental factors like competitors and customers that directly interact with the organization. The internal environment includes elements like employees and corporate culture. Organizational culture represents the shared values and norms that guide member behavior and decision-making. Managers play an important symbolic role in shaping culture through stories, symbols and actions, though their ability to directly impact outcomes is limited by external factors beyond their control.
Organizational behavior across cultures
The document discusses a case study of a consultant called in to investigate why West German machinery in a South American cellophane plant owned by South Americans was not operating properly. After studying the situation for several weeks, the consultant concluded that the machinery itself was fine, but the real problem was the supervisors who were unable or unwilling to make operating decisions without approval from the patriarchal mill manager. This cultural custom of deference to authority in their country prevented the supervisors and mill manager from being able to delegate decision making and correct minor issues, resulting in the machinery producing scrap cellophane for extended periods.
Organization control
This document discusses organizational control and culture. It covers three main types of control systems - input, output, and behavior control. It also discusses the goal-setting process and how goals are established at different organizational levels. Additionally, it outlines different control methods like financial measures, operating budgets, direct supervision, management by objectives, rules and standard operating procedures, and organizational culture/clan control. It explains how culture is created through a founder's values, socialization of new employees, ceremonies and stories within an organization.
Recommended
HRM - Organisational Structure
This document discusses organizational structures and ways to improve them. It covers alternative structures like hierarchies, spans of control, and how structures impact business performance. Specific topics include narrow vs wide spans of control, chains of command, levels of hierarchy, common types of structures, delegating authority, empowering employees, and changing structures. Communication within and outside the business is also addressed as important for coordination, motivation, and decision making. Barriers to effective communication and methods to obtain feedback are outlined.
Classical schools of management
This document summarizes the classical schools of management theory that developed during the Industrial Revolution to address problems in managing employees and increasing productivity. The two branches discussed are the classical scientific school and the classical administrative school. The classical scientific school focused on analyzing jobs and standardizing work processes, as championed by Frederick Taylor. The classical administrative school emphasized formal organizational structures and management principles, as studied by theorists like Max Weber, Henri Fayol, and Mary Parker Follett.
Quality and global competitiveness
The document discusses the relationship between quality and global competitiveness. It outlines steps to measure the cost of poor quality, including identifying quality-related activities, estimating their costs, collecting data, and taking corrective actions. It also discusses how human resources relate to competitiveness and the characteristics of world-class organizations. Management by accounting, which focuses on short-term financials rather than long-term quality improvements, is presented as the antithesis of total quality management.
Factors Affecting Organisational Structure
The environment is infinite and includes everything outside the organization.
However, the analysts considers only the aspects of the environment to which the organization is sensitive and must respond to survive.
Thus, organizational environment is defined as all elements that exist outside the boundary of the organization and have the potential to affect all or part of the organization.
organizational development
This document discusses organization development (OD) and its strategies. It defines OD as "an effort, planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization’s processes, using behavioral-science knowledge." Some key OD strategies discussed include action research, conflict management, executive development, goal setting, group facilitation, and strategic planning. Action research is described as an assessment and problem-solving process aimed at improved effectiveness. The steps in action research are also outlined. Reasons for doing OD include addressing human resources, changing workplace nature, global market pressures, and accelerated rate of change. Both internal and external consultants can be change agents in OD. A formula for change
Environment & culture
The document discusses the organizational environment and culture. It describes the external environment as consisting of general environmental factors like economic conditions that indirectly influence all organizations, as well as task environmental factors like competitors and customers that directly interact with the organization. The internal environment includes elements like employees and corporate culture. Organizational culture represents the shared values and norms that guide member behavior and decision-making. Managers play an important symbolic role in shaping culture through stories, symbols and actions, though their ability to directly impact outcomes is limited by external factors beyond their control.
Organizational behavior across cultures
The document discusses a case study of a consultant called in to investigate why West German machinery in a South American cellophane plant owned by South Americans was not operating properly. After studying the situation for several weeks, the consultant concluded that the machinery itself was fine, but the real problem was the supervisors who were unable or unwilling to make operating decisions without approval from the patriarchal mill manager. This cultural custom of deference to authority in their country prevented the supervisors and mill manager from being able to delegate decision making and correct minor issues, resulting in the machinery producing scrap cellophane for extended periods.
Organization control
This document discusses organizational control and culture. It covers three main types of control systems - input, output, and behavior control. It also discusses the goal-setting process and how goals are established at different organizational levels. Additionally, it outlines different control methods like financial measures, operating budgets, direct supervision, management by objectives, rules and standard operating procedures, and organizational culture/clan control. It explains how culture is created through a founder's values, socialization of new employees, ceremonies and stories within an organization.
System approach to management 2
This document discusses the system approach and its application to management. It defines a system as interrelated parts that form a unified whole. A company is presented as a system with different departments like finance, HR, marketing, and production working towards a common goal. Key features of systems discussed include their arrangement, boundaries, and ability to transform inputs like resources into outputs like products or services. Management is described as an open social system that dynamically interacts with its environment. The four main parts of a system - inputs, transformation process, outputs, and feedback - are also outlined. Advantages of the systems approach include providing managers a holistic view while disadvantages include lack of specific tools and potential impracticality for smaller organizations.
Organizational design and structure
Organizational structure refers to how tasks and responsibilities are allocated within an organization. It is represented visually in an organizational chart. Organizational design is the process of coordinating these structural elements based on factors like the environment, technology, strategy, and human resources. Key design decisions include the division of labor, departmentalization approach, span of control, and level of authority. Organizations differentiate horizontally by specialization, vertically by hierarchy, and spatially by geographic dispersion. Integration coordinates the differentiated parts through vertical methods like rules and committees or horizontal methods like liaison roles and teams. Common organizational structures include machine bureaucracies, professional bureaucracies, divisional forms, and adhocracies.
Chapter 1 intro-management
This document provides an introduction to fundamental management concepts. It defines key terms like organization, management, and manager. It describes the main functions of management as planning, organizing, leading, and controlling. It discusses different management levels and skills needed at each level. The history of management theories is reviewed, including scientific management, administrative management, and bureaucratic management. Classical and behavioral perspectives on management are compared. Contingency theory and the systems approach to management are also introduced.
Definition and nature of organizational development
for the students of dr hs gour university sagar for mba third semester with human resource specialisation
System approach contingency approach
This document discusses the system approach to management. It defines a system as a set of independent parts that work together interdependently to achieve objectives. The key points are:
1. Every organization is a system made up of subsystems like production, marketing, finance, and HR that perform core functions.
2. A system approach requires managers to consider all subsystems and the external environment to ensure the organization's output is greater than the parts.
3. Contingency approach extends the system approach by suggesting the best management technique depends on the specific organizational situation, circumstances, and time. The approach assumes each organization is unique based on its environment.
Contingency appraoch and system approach of management
The document compares and contrasts the system approach and contingency approach to management. The system approach views an organization as a system with interdependent parts, while the contingency approach recognizes there is no universal management approach and the optimal approach depends on situational factors. Key differences include the system approach focuses on internal organization structure, while contingency approach emphasizes how the external environment impacts organizational design. Effective management is situational and adapts to changing conditions according to contingency theory.
Chapter 7 implementing strategies
This chapter discusses the challenges of implementing strategies compared to formulating them. It emphasizes the importance of annual objectives, policies, organizational structure, and culture in successful strategy implementation. Restructuring and reengineering are compared as approaches to change structure to match strategies. Production, operations, human resources, and linking pay to performance are also identified as important considerations to effectively implement new strategies. Resistance to change is highlighted as the single greatest threat, and different approaches to managing change are outlined.
Current Trends in Organizational Development
Interventions on Team Functioning, Large-Scale Broad-Based Organizational Change Interventions, Wider Applicability, Demographic Trends, Supporting Innovations, Cautious Decision Making, Impact of Technology, Leadership Development, Positive Psychology Interventions
Administrative office management
The document discusses administrative office management. It describes the roles and responsibilities of administrative office managers, which include providing administrative support, managing office facilities, and supervising entry-level staff. The level of support provided depends on the size of the office staff. Administrative officers are responsible for comprehensive administrative services like budgeting, purchasing, and human resources. The document also covers topics like the office environment, lighting, noise control, air conditioning, office security, equipment, furniture, and quality/quantity control processes.
INTERNAL ENVIRONMENT
The document discusses the internal environment of a business organization. It states that the internal environment includes factors that are under the control of the organization, such as its value system, management structure, human resources, company image, physical assets, research and development capabilities, and marketing and financial resources. It provides details on each of these internal factors, describing how they can influence the growth and success of the organization.
The organizational environment
The document discusses the organizational environment and its importance for management. It describes two key layers of the environment - the general environment and task environment.
The general environment includes political, economic, technological and socio-cultural forces outside an organization's direct control that can indirectly impact it. The task environment encompasses an organization's customers, suppliers, labor forces and competitors that it directly interacts with.
Understanding how these external factors influence an organization is vital for management to effectively analyze strategic options and ensure organizational effectiveness and performance. Regular environmental scanning allows managers to set goals and design strategies to respond to changes in the unpredictable external environment.
HBO Lesson 1_2_3
This document provides an overview of organizational behavior concepts. It discusses key topics like the nature of people and organizations, forces that influence organizational behavior like structure and environment, and historical developments in the field like the Hawthorne Studies. The document also outlines components of organizational behavior like individual, group, and organizational processes and benefits of studying OB like developing workplace skills.
O.b. c 16 organisational culture
This document discusses organisational culture and provides details on its key characteristics and how it is created and sustained within an organisation. It describes organisational culture as the shared meanings and beliefs held by organisational members. Seven key characteristics of organisational culture are identified: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability. The document also examines how organisational culture is created by founders and kept alive through selection processes, leadership, and socializing new employees.
The principle of management
Emphasis is on planning, organizing, controlling, directing, and communicating. Upon completion, students should be able to work as contributing members of a team utilizing these functions of management.
Systems approach to management
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.
Max Webber
Max Weber was a German sociologist born in 1864 who studied bureaucracy and management theory. He developed an ideal type of bureaucracy based on a hierarchical structure and rational-legal decision making rules. Weber also analyzed forms of social stratification including class, status groups, and parties. He is known for his work on the Protestant work ethic and how it influenced the development of capitalism.
Function of management directing
The document discusses the directing function of management and the role of supervisors. It defines directing as instructing, guiding, and overseeing employees to achieve goals. Directing initiates action and converts plans into performance. As the central function, directing provides benefits like initiating actions, integrating efforts, providing motivation, stability, and efficient resource utilization. The document also outlines the role of supervisors as planners, managers, guides, mediators between management and workers, inspectors, and counselors. Effective supervision helps improve performance, build relationships, and increase productivity.
STRATEGIC MANAGEMENT
This document provides an overview of strategic management concepts including definitions of strategy, the strategic management process, and frameworks for strategic analysis. It defines strategy as a plan to achieve organizational goals. The strategic management process involves setting strategic intent through vision and mission, formulating strategy by analyzing the external and internal environment, implementing strategy, and evaluating performance. Frameworks explained include the levels of strategy (corporate, business, functional), McKinsey's 7S model analyzing seven internal elements, and forms of corporate strategies like growth, stability, and retrenchment.
Chapter 7 implementing strategies management and operations issues
Chapter 7 implementing strategies management and operations issues
monica rosella 1511011119
icha mutiara 1511011075
HBO Handout Chapter 1 (Introduction to Organizational Behavior)
BA-MM 201 that's our first handout in Human Behavior in Organization subject (from Sir Joey Espiritu). Just download it. thanks!
Organising PPT.pptx
This document provides an overview of organizing as a management process. It defines organizing as initiating plans by clarifying jobs and relationships to effectively deploy resources. The document then outlines the key steps in organizing, including identifying and dividing work, departmentalization, and assigning duties. It also discusses the importance of organizing for benefits like specialization, clarity in roles, and optimal resource use. Finally, it covers various principles of organizing like specialization, span of control, and different types of organizational structures.
Principle of Management Unit 3.pdf
Organizing is the process of dividing work into tasks and assigning them to individuals. Key principles of organizing include unity of command, span of control, and departmentalization. Organizational structures determine how work is divided and how communication flows. Common structures include hierarchical, functional, divisional, matrix, and team-based. Centralized structures concentrate decision-making at the top, while decentralized structures distribute it throughout levels. Span of control refers to the number of direct reports, with wider spans having advantages like lower costs but risks of losing control.
More Related Content
What's hot
System approach to management 2
This document discusses the system approach and its application to management. It defines a system as interrelated parts that form a unified whole. A company is presented as a system with different departments like finance, HR, marketing, and production working towards a common goal. Key features of systems discussed include their arrangement, boundaries, and ability to transform inputs like resources into outputs like products or services. Management is described as an open social system that dynamically interacts with its environment. The four main parts of a system - inputs, transformation process, outputs, and feedback - are also outlined. Advantages of the systems approach include providing managers a holistic view while disadvantages include lack of specific tools and potential impracticality for smaller organizations.
Organizational design and structure
Organizational structure refers to how tasks and responsibilities are allocated within an organization. It is represented visually in an organizational chart. Organizational design is the process of coordinating these structural elements based on factors like the environment, technology, strategy, and human resources. Key design decisions include the division of labor, departmentalization approach, span of control, and level of authority. Organizations differentiate horizontally by specialization, vertically by hierarchy, and spatially by geographic dispersion. Integration coordinates the differentiated parts through vertical methods like rules and committees or horizontal methods like liaison roles and teams. Common organizational structures include machine bureaucracies, professional bureaucracies, divisional forms, and adhocracies.
Chapter 1 intro-management
This document provides an introduction to fundamental management concepts. It defines key terms like organization, management, and manager. It describes the main functions of management as planning, organizing, leading, and controlling. It discusses different management levels and skills needed at each level. The history of management theories is reviewed, including scientific management, administrative management, and bureaucratic management. Classical and behavioral perspectives on management are compared. Contingency theory and the systems approach to management are also introduced.
Definition and nature of organizational development
for the students of dr hs gour university sagar for mba third semester with human resource specialisation
System approach contingency approach
This document discusses the system approach to management. It defines a system as a set of independent parts that work together interdependently to achieve objectives. The key points are:
1. Every organization is a system made up of subsystems like production, marketing, finance, and HR that perform core functions.
2. A system approach requires managers to consider all subsystems and the external environment to ensure the organization's output is greater than the parts.
3. Contingency approach extends the system approach by suggesting the best management technique depends on the specific organizational situation, circumstances, and time. The approach assumes each organization is unique based on its environment.
Contingency appraoch and system approach of management
The document compares and contrasts the system approach and contingency approach to management. The system approach views an organization as a system with interdependent parts, while the contingency approach recognizes there is no universal management approach and the optimal approach depends on situational factors. Key differences include the system approach focuses on internal organization structure, while contingency approach emphasizes how the external environment impacts organizational design. Effective management is situational and adapts to changing conditions according to contingency theory.
Chapter 7 implementing strategies
This chapter discusses the challenges of implementing strategies compared to formulating them. It emphasizes the importance of annual objectives, policies, organizational structure, and culture in successful strategy implementation. Restructuring and reengineering are compared as approaches to change structure to match strategies. Production, operations, human resources, and linking pay to performance are also identified as important considerations to effectively implement new strategies. Resistance to change is highlighted as the single greatest threat, and different approaches to managing change are outlined.
Current Trends in Organizational Development
Interventions on Team Functioning, Large-Scale Broad-Based Organizational Change Interventions, Wider Applicability, Demographic Trends, Supporting Innovations, Cautious Decision Making, Impact of Technology, Leadership Development, Positive Psychology Interventions
Administrative office management
The document discusses administrative office management. It describes the roles and responsibilities of administrative office managers, which include providing administrative support, managing office facilities, and supervising entry-level staff. The level of support provided depends on the size of the office staff. Administrative officers are responsible for comprehensive administrative services like budgeting, purchasing, and human resources. The document also covers topics like the office environment, lighting, noise control, air conditioning, office security, equipment, furniture, and quality/quantity control processes.
INTERNAL ENVIRONMENT
The document discusses the internal environment of a business organization. It states that the internal environment includes factors that are under the control of the organization, such as its value system, management structure, human resources, company image, physical assets, research and development capabilities, and marketing and financial resources. It provides details on each of these internal factors, describing how they can influence the growth and success of the organization.
The organizational environment
The document discusses the organizational environment and its importance for management. It describes two key layers of the environment - the general environment and task environment.
The general environment includes political, economic, technological and socio-cultural forces outside an organization's direct control that can indirectly impact it. The task environment encompasses an organization's customers, suppliers, labor forces and competitors that it directly interacts with.
Understanding how these external factors influence an organization is vital for management to effectively analyze strategic options and ensure organizational effectiveness and performance. Regular environmental scanning allows managers to set goals and design strategies to respond to changes in the unpredictable external environment.
HBO Lesson 1_2_3
This document provides an overview of organizational behavior concepts. It discusses key topics like the nature of people and organizations, forces that influence organizational behavior like structure and environment, and historical developments in the field like the Hawthorne Studies. The document also outlines components of organizational behavior like individual, group, and organizational processes and benefits of studying OB like developing workplace skills.
O.b. c 16 organisational culture
This document discusses organisational culture and provides details on its key characteristics and how it is created and sustained within an organisation. It describes organisational culture as the shared meanings and beliefs held by organisational members. Seven key characteristics of organisational culture are identified: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability. The document also examines how organisational culture is created by founders and kept alive through selection processes, leadership, and socializing new employees.
The principle of management
Emphasis is on planning, organizing, controlling, directing, and communicating. Upon completion, students should be able to work as contributing members of a team utilizing these functions of management.
Systems approach to management
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.
Max Webber
Max Weber was a German sociologist born in 1864 who studied bureaucracy and management theory. He developed an ideal type of bureaucracy based on a hierarchical structure and rational-legal decision making rules. Weber also analyzed forms of social stratification including class, status groups, and parties. He is known for his work on the Protestant work ethic and how it influenced the development of capitalism.
Function of management directing
The document discusses the directing function of management and the role of supervisors. It defines directing as instructing, guiding, and overseeing employees to achieve goals. Directing initiates action and converts plans into performance. As the central function, directing provides benefits like initiating actions, integrating efforts, providing motivation, stability, and efficient resource utilization. The document also outlines the role of supervisors as planners, managers, guides, mediators between management and workers, inspectors, and counselors. Effective supervision helps improve performance, build relationships, and increase productivity.
STRATEGIC MANAGEMENT
This document provides an overview of strategic management concepts including definitions of strategy, the strategic management process, and frameworks for strategic analysis. It defines strategy as a plan to achieve organizational goals. The strategic management process involves setting strategic intent through vision and mission, formulating strategy by analyzing the external and internal environment, implementing strategy, and evaluating performance. Frameworks explained include the levels of strategy (corporate, business, functional), McKinsey's 7S model analyzing seven internal elements, and forms of corporate strategies like growth, stability, and retrenchment.
Chapter 7 implementing strategies management and operations issues
Chapter 7 implementing strategies management and operations issues
monica rosella 1511011119
icha mutiara 1511011075
HBO Handout Chapter 1 (Introduction to Organizational Behavior)
BA-MM 201 that's our first handout in Human Behavior in Organization subject (from Sir Joey Espiritu). Just download it. thanks!
What's hot (20)
Definition and nature of organizational development
Definition and nature of organizational development
Contingency appraoch and system approach of management
Contingency appraoch and system approach of management
Chapter 7 implementing strategies management and operations issues
Chapter 7 implementing strategies management and operations issues
HBO Handout Chapter 1 (Introduction to Organizational Behavior)
HBO Handout Chapter 1 (Introduction to Organizational Behavior)
Similar to Strategy-structure typology
Organising PPT.pptx
This document provides an overview of organizing as a management process. It defines organizing as initiating plans by clarifying jobs and relationships to effectively deploy resources. The document then outlines the key steps in organizing, including identifying and dividing work, departmentalization, and assigning duties. It also discusses the importance of organizing for benefits like specialization, clarity in roles, and optimal resource use. Finally, it covers various principles of organizing like specialization, span of control, and different types of organizational structures.
Principle of Management Unit 3.pdf
Organizing is the process of dividing work into tasks and assigning them to individuals. Key principles of organizing include unity of command, span of control, and departmentalization. Organizational structures determine how work is divided and how communication flows. Common structures include hierarchical, functional, divisional, matrix, and team-based. Centralized structures concentrate decision-making at the top, while decentralized structures distribute it throughout levels. Span of control refers to the number of direct reports, with wider spans having advantages like lower costs but risks of losing control.
Management planning is the process of assessing an organization’s .docx
Management planning is the process of assessing an organization’s goals and creating a realistic, detailed plan of action meeting those goals. (1) The management plan takes into consideration short and long term corporate strategies. It is like making a road map that outlines each task the company must get completed to meet the stated objectives.
7 Steps
1) Establish Goals
You must define or identify what the specific company goals are. This should be include a detailed overview of each goal, why was it selected and what are the anticipated outcomes for that goal.
2) Identify Your Resources
You should have financial and human resource projections associated with the goals completion.
3) Establish Goal Related Tasks
Each goal shave have tasks or projects associated in terms of their importance.
4) Prioritize Goals and Tasks
The task that is deemed most important will be started and completed first. This is where you will prioritize and determine the steps necessary to complete a task or achieve a goal.
5) Create Assignments and Timelines
It is important to establish a timeline for completion of the task or goal. Individuals should be assigned to complete the task or goal. It is very important to consider the abilities of the staff members when delegating someone to a task or goal. It is also important to consider the time necessary to realistically complete the task or goal.
6) Establish Evaluation Methods
It is important to have a way to evaluate the progress toward the completion of a task or goal. Monthly progress reports are one way to achieve this.
7) Identify Alternative Courses of Action
It is also important to be prepared for the unexpected. Consideration of a contingency plan if certain aspects of the master plan prove to be unattainable. These alternative courses of action should be integral to each section of the planning process or for the entire plan.
Reference:
McQuerrey, Lisa. The Basic Steps in the Management Planning Process. Demand Media. http://smallbusiness.chron.com/basic-steps-management-planning-process-17646.html
Organizing in management is the process of defining and grouping activities and establishing authority relationships among them to attain organizational objectives. (1) Organizing is very important in that it does the following:
1) Helps organizations to reap the benefits of specialization
2) Provides optimum utilization of resources
3) Helps in effective administration
4) Channels for expansion and growth
5) Achieves co-ordination among different departments
6) Creates scope for new change
Organization involves the design of individual jobs within the organization. (2) This requires the evaluation of the staff to determine who is best suited to work where. It also involves the develop of departments where the qualified individual will perform their job. What departments does the organization need and how should these departments be grouped or clustered. How many individuals do we nee ...
CH 1 introduction.pptx
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.
Light Grayish Orange Minimalist Funiture Presentation.pdf
Organizing involves determining tasks, assigning responsibilities, and establishing relationships within an organization. It aims to group activities, assign the right people to tasks, define authority, and ensure coordination. Key aspects of organizing include involving people to achieve goals, specializing work, communicating, centralizing authority, and adapting to change. Principles of organizing are division of labor, authority, chain of command, delegation, and span of control. Organizing provides structure, facilitates operations, and efficiently uses resources. The steps are identifying work, departmentalizing, assigning duties, delegating authority, and establishing relationships.
Report module 6
The document discusses organizing as the process of grouping tasks, establishing relationships and authority, and coordinating work to achieve goals. It explains key organizing concepts like the organizing structure, departmentalization, chain of command, and delegation. The organizing process involves considering plans and goals, determining activities, grouping activities, assigning work, and designing a hierarchy. Organizing provides a clarified work environment, creates coordination, and establishes a formal decision-making structure.
Functions of Management.pptx
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.
Module 3 Group Presentation.pptx
This document discusses various topics related to organizing in modern organizations, including:
- Traditional organizational structures like functional, divisional, and matrix structures.
- Contemporary adaptive structures like boundaryless organizations, virtual organizations, and learning organizations.
- Trends like teleworking, flexible work, and global organizations that allow organizations to adapt to changing needs.
- Key elements of organizing like work specialization, departmentalization, chain of command and factors that influence organizational design choices.
Module 6
The document discusses key concepts related to organizing, including:
1. Organizing involves determining work activities, classifying work, assigning work, and designing decision-making hierarchies.
2. Basic organizational concepts include division of labor, unity of command, chain of command, span of control, and departmentalization.
3. There are different types of organizational structures like line, staff, functional, and matrix structures. Each have advantages and disadvantages for organizational effectiveness.
Fundamentals of organizing (Principles of Management)
This document defines organizing and organizing skills as establishing orderly uses of resources within a management system. It discusses the importance of organizing as the primary mechanism for activating plans and maintaining relationships between organizational resources. The document outlines Fayol's guidelines for effective organization and Weber's bureaucratic model, emphasizing specialization, coordination, and structure. It describes the classical organizing theory components of division of labor, where tasks are divided into subtasks, coordination of these tasks, and organizational structure through charts. Factors that influence span of management, such as task similarity and complexity, are also discussed.
Chapter 3B - ORGANIZING
This document discusses various topics related to organizing, including defining an organization, different types of organizational structures (line, line and staff, functional, committees), and elements of organizing like departmentation, delegation, and centralization vs decentralization. It provides examples of different types of organizational charts and discusses factors to consider when drawing charts. Key elements of good organization like establishing responsibility and communication are also outlined.
Functions of Management
The document provides an overview of key management functions for managing an academic library, including planning, organizing, leading, controlling, staffing, and budgeting. It defines each function and discusses their importance. For example, it states that planning sets direction and shows advantages in anticipating opportunities, while organizing groups activities and assigns necessary authority. The document also discusses management theorists like Fayol and different types of plans, controls, and approaches to staffing. The overall purpose is to help students understand and explain the importance of various management functions for operating an academic library.
Organisation - organisation structures
This presentation is about how organising is an impotant function in creating sound Organisation Structure. It compares the merits and demerits of various organisation structures.
Planning and organizing
The document discusses planning and organization in management. It defines planning as determining goals and objectives for the future and deciding how to achieve them. Organization involves structuring roles and responsibilities within a company to coordinate efforts toward goals. There are different types of plans like short, long, and standing term plans. Organization structures can be formal or informal and involve grouping activities into departments, delegating authority, and coordinating efforts. Formal structures specify roles and reporting relationships while informal structures arise spontaneously from personal relationships.
Organizing
This document discusses key concepts related to organizing and organization structures. It begins by defining organizing as developing an organizational structure and allocating resources to achieve objectives. Common organization structures include functional, divisional, and matrix structures. The document then examines theories of organization design such as simple, functional, and divisional structures. Modern theories include team design, matrix design, and boundaryless design. Other topics covered include delegation, centralization vs decentralization, and the roles of formal and informal organizations.
chapter-4-organizing-technical-activities.pptx
Organizing is undertaken to facilitate implementation of plans by breaking down total jobs into smaller, more manageable tasks. The result of organizing is an organizational structure that defines relationships and reporting hierarchies between individuals, departments, and tasks. Key elements of an organizational structure include division of labor, delegation of authority, departmentalization, and systems for coordination. Common tools for representing an organizational structure are organization charts, manuals, and policy documents that describe authority relationships and job functions.
Understanding Organizational Structure: Key Elements and Best Practices
Demystify Organizational Structure! Learn the key elements that make organizations function and discover best practices for building an efficient structure for your business. Optimize workflow and achieve your goals!
FOM Unit 3.pdf
This document discusses organizing as a management function. It defines organizing and explains its importance, including facilitating goal achievement, optimizing resource utilization, enhancing clarity, promoting efficiency, and encouraging innovation. The document outlines principles of organizing like unity of purpose and division of labor. It also describes the process of organizing and different types of organizational structures like line, staff, functional, matrix and project structures. Finally, it distinguishes between formal and informal organizational structures.
Basic of MIS pankaj sir ( M.I.S).pdf
This document provides an overview of management information systems concepts. It discusses management information systems as a combination of management, information, and systems. It then covers the basic concepts including the functions of management (planning, organizing, directing, controlling), levels of management (top, middle, low), and components of a system (input, processing, output). The document aims to introduce learners to fundamental MIS concepts.
Management of information system
This document provides an overview of management information systems concepts. It discusses management information systems as a combination of management, information, and systems. It then covers the basic concepts including the functions of management (planning, organizing, directing, controlling), levels of management (top, middle, low), and components of a system (input, processing, output). The document aims to introduce learners to fundamental MIS concepts.
Similar to Strategy-structure typology (20)
Management planning is the process of assessing an organization’s .docx
Management planning is the process of assessing an organization’s .docx
Light Grayish Orange Minimalist Funiture Presentation.pdf
Light Grayish Orange Minimalist Funiture Presentation.pdf
Fundamentals of organizing (Principles of Management)
Fundamentals of organizing (Principles of Management)
Understanding Organizational Structure: Key Elements and Best Practices
Understanding Organizational Structure: Key Elements and Best Practices
More from JERCAS Castillo
Implemented Curriculum Vs Achieved Curriculum
The document discusses the differences between an intended, implemented, and achieved curriculum. The intended curriculum refers to educational goals and structures, while the implemented curriculum involves classroom practices and activities used to achieve those goals. The achieved curriculum refers to what students have actually learned. To compare the intended and implemented curriculums, curriculum mapping is used to record what is taught in the classroom. Backward mapping analyzes culminating tests to determine the achieved curriculum.
Implemented curriculum vs achieved curriculum
The document discusses the differences between an intended, implemented, and achieved curriculum. The intended curriculum refers to educational goals and structures, while the implemented curriculum involves classroom practices and activities designed to achieve those goals. The achieved curriculum refers to the learning outcomes of schooling. Curriculum mapping can compare the intended written curriculum to the implemented taught curriculum by recording what is taught. Backward mapping analyzes culminating test items to determine the achieved learned curriculum.
Educational Leadership
Educational leadership involves creating positive change in education through roles like principals and administrators. An effective educational philosophy includes developing a vision for the future, establishing core values, providing leader training, managing change, leveraging diversity, and maintaining a sense of humor. Key principles of leadership are self-improvement, competence, responsibility, decision-making, exemplary behavior, caring for staff, communication, accountability, supervision, and team training. Functions of educational leaders are executive oversight, planning, policymaking, expertise, external representation, internal relations, rewards/punishment, conflict resolution, exemplifying behavior, symbolizing the institution, responsibility substitution, ideology guidance, a fatherly role, and accepting blame.
Educational leadership
Educational leadership aims to create positive change in education. Leaders are trained to advance systems and institutions through roles like principal, administrator, or department chair. A leadership philosophy provides vision and values to guide development. It must account for managing change, diversity, and humor. Principles of leadership include self-improvement, responsibility, decision-making, and developing accountability in others. Functions of leadership encompass improving programming, budgeting, policy-setting, and change management.
Malaysia educational system
Malaysia has a national education system that provides free primary and secondary education. It consists of six years of primary school, five years of secondary school, and then options for pre-university education, university, vocational programs, or polytechnic schools. The education system includes national schools that use Malay as the primary language as well as national-type schools like Chinese and Tamil schools. At the tertiary level, students can attend public or private universities, including some international branch campuses.
Educational system malaysia
Malaysia has a national education system that provides free primary and secondary education. It consists of six years of primary school, five years of secondary school, and then options for pre-university education, university, vocational programs, or polytechnic schools. The education system includes national schools that use Malay as the primary language as well as national-type schools like Chinese and Tamil schools. At the tertiary level, students can attend public or private universities, including some international branch campuses.
More from JERCAS Castillo (6)
Recently uploaded
clinical examination of hip joint (1).pdf
described clinical examination all orthopeadic conditions .
Constructing Your Course Container for Effective Communication
Communicating effectively and consistently with students can help them feel at ease during their learning experience and provide the instructor with a communication trail to track the course's progress. This workshop will take you through constructing an engaging course container to facilitate effective communication.
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...Nguyen Thanh Tu Collection
https://app.box.com/s/y977uz6bpd3af4qsebv7r9b7s21935vdLAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
How to deliver Powerpoint Presentations.pptx
"How to make and deliver dynamic presentations by making it more interactive to captivate your audience attention"
Gender and Mental Health - Counselling and Family Therapy Applications and In...
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Your Skill Boost Masterclass: Strategies for Effective UpskillingExcellence Foundation for South Sudan
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.The History of Stoke Newington Street Names
Presented at the Stoke Newington Literary Festival on 9th June 2024
www.StokeNewingtonHistory.com
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptx
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
বাংলাদেশ অর্থনৈতিক সমীক্ষা (Economic Review) ২০২৪ UJS App.pdf
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
RHEOLOGY Physical pharmaceutics-II notes for B.pharm 4th sem students
Physical pharmaceutics notes for B.pharm students
ANATOMY AND BIOMECHANICS OF HIP JOINT.pdf
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Hindi varnamala | hindi alphabet PPT.pdf
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Mule event processing models | MuleSoft Mysore Meetup #47
Mule event processing models | MuleSoft Mysore Meetup #47
Event Link:- https://meetups.mulesoft.com/events/details/mulesoft-mysore-presents-mule-event-processing-models/
Agenda
● What is event processing in MuleSoft?
● Types of event processing models in Mule 4
● Distinction between the reactive, parallel, blocking & non-blocking processing
For Upcoming Meetups Join Mysore Meetup Group - https://meetups.mulesoft.com/mysore/YouTube:- youtube.com/@mulesoftmysore
Mysore WhatsApp group:- https://chat.whatsapp.com/EhqtHtCC75vCAX7gaO842N
Speaker:-
Shivani Yasaswi - https://www.linkedin.com/in/shivaniyasaswi/
Organizers:-
Shubham Chaurasia - https://www.linkedin.com/in/shubhamchaurasia1/
Giridhar Meka - https://www.linkedin.com/in/giridharmeka
Priya Shaw - https://www.linkedin.com/in/priya-shaw
Recently uploaded (20)
Constructing Your Course Container for Effective Communication
Constructing Your Course Container for Effective Communication
Liberal Approach to the Study of Indian Politics.pdf
Liberal Approach to the Study of Indian Politics.pdf
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
Gender and Mental Health - Counselling and Family Therapy Applications and In...
Gender and Mental Health - Counselling and Family Therapy Applications and In...
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptx
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptx
NEWSPAPERS - QUESTION 1 - REVISION POWERPOINT.pptx
NEWSPAPERS - QUESTION 1 - REVISION POWERPOINT.pptx
বাংলাদেশ অর্থনৈতিক সমীক্ষা (Economic Review) ২০২৪ UJS App.pdf
বাংলাদেশ অর্থনৈতিক সমীক্ষা (Economic Review) ২০২৪ UJS App.pdf
RHEOLOGY Physical pharmaceutics-II notes for B.pharm 4th sem students
RHEOLOGY Physical pharmaceutics-II notes for B.pharm 4th sem students
B. Ed Syllabus for babasaheb ambedkar education university.pdf
B. Ed Syllabus for babasaheb ambedkar education university.pdf
Mule event processing models | MuleSoft Mysore Meetup #47
Mule event processing models | MuleSoft Mysore Meetup #47
Strategy-structure typology
- 2. What is Strategy-Structure Typology?
- 3. Strategy–Structure Typology An approach to organizational structure concerned with the relationship between organizational strategy and structure (Mintzberg, 1989). In this approach, the labor component is divided into tasks and these are achieved through coordination among those involved.
- 4. To achieve coordination, there are five strategies called “coordinating mechanisms” through which work is monitored and controlled.
- 5. 1. Mutual Adjustment – is making changes through informal communication which is both direct and basic to simple and complex organizations.
- 6. 2. Direct Supervision – is coordination through personal command. That is, one individual is responsible for the work of others. This strategy is similar to unity of command and scalar principle.
- 7. 3. Standardization of Work Processes – is programming the contents of the work. In schools, this strategy is apparent in job descriptions which govern the performance of educators.
- 8. 4. Standardization of Outputs – is setting up the results of work.
- 9. 5. Standardization of Work Skills – is providing the kind of training to do the work. This strategy provides indirect control of work. Training supplies workers with patterns of work to be performed as well as the bases of coordination.
- 10. Another component or dimension is the “key part” of the organization that plays the major role in determining the success and failure of the organization. According to Mintzberg, the key part consists of:
- 11. 1. The Strategic Apex consists of the top administrators who are responsible for ensuring that the organization serves its vision, mission and goals.
- 12. 2. The Operating Core is made up of the actual workers who carry out the organization’s tasks.
- 13. 3. The Middle Line consists of the administrators who connect the apex with the operating core.
- 14. 4. The Technostructure is the administrative component charged with the responsibility of planning. In some schools, it is composed of analysts, and research and development personnel. They design, plan and train but they do not directly manage.
- 15. 5. The Support Staff is composed of specialized units that provide support to the organization in the form of indirect service.
- 16. The third basic dimension of an organization is the type of decentralization it employs.
- 17. 1. Vertical Decentralization – is the distribution of power down the chain of command or shared authority between superordinates and subordinates.
- 18. 2. Horizontal Decentralization – is the extent to which non-administrators including staff make decisions or share authority between line and staff.
- 19. 3. Selective Decentralization – is the extent to which decision making is delegated to different units within the organization.
- 20. The utilization of the three basic dimensions of the organization will result in five structural configurations namely:
- 21. 1. Simple Structure -> has its key parts, the strategic apex and uses direct supervision and employs vertical and horizontal decentralization.
- 22. 2. Machine Bureaucracy -> has technostructure as its key part and utilizes limited horizontal decentralization and standardization of work processes. It has a high degree of formalization and specialization.
- 23. 3. Professional Bureaucracy ->has the operating core as its key part, uses standardization of skills as its prime coordinating mechanism and employs vertical and horizontal decentralization.
- 24. 4. Divisionalized Form ->has the middle line as its key part, uses standardization of output as its prime coordinating mechanism and employs limited vertical decentralization.
- 25. 5. Adhocracy ->has the support staff as its key part, uses mutual adjustment as a means of coordination and maintains selective patterns of decentralization.