introduction to organiation, introduction to culture, role of organisational culture, importance of organisational culture, various types of organisational culture, rtc.
This provides an overview of management approaches. Much of this work relied heavily on Bhavin Aswani's Evolution of Management Thought, Management 2's, The Evolution of Management Study and Management Yesterday and Today. Many other sources were also used in the slides.
The document provides an introductory glimpse of management and the history of its evolution.The document also illustrates the nature, characteristics and importance of management. Various levels of management and managerial skills are also illustrated. The document also provides information to distinguish management and administration. Certain theories of pioneers are also mapped onto the document.
Introduction to Management - Meaning, Nature, Scope, Levels of ManagementSumit Sharaf
Introduction & Definition of Management
Components of Management
Features of Management
Functions of Management
Level of Management
Management and Administration
Management as Profession
Significance of Management from the point of view of Modern Business Operations.
Success of the organization depends on the experience and competence of the officers of the organization. Different forms of organizations are Line, military or scalar organization, functional organization, line and staff organization, committee of organization, project organization, matrix organization and freeform organization.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
These slides present the organizing part in Principles of Management that includes nature & purpose of organizing, formal and informal organization, organization chart and structure, line & staff authority, departmentalization, delegation of authority, training & development, performance management and career planning & management
A slide show on the Systems Perspective that was made for my Organizational Communications class. Hope you enjoy and if you have any questions please leave a comment.
introduction to organiation, introduction to culture, role of organisational culture, importance of organisational culture, various types of organisational culture, rtc.
This provides an overview of management approaches. Much of this work relied heavily on Bhavin Aswani's Evolution of Management Thought, Management 2's, The Evolution of Management Study and Management Yesterday and Today. Many other sources were also used in the slides.
The document provides an introductory glimpse of management and the history of its evolution.The document also illustrates the nature, characteristics and importance of management. Various levels of management and managerial skills are also illustrated. The document also provides information to distinguish management and administration. Certain theories of pioneers are also mapped onto the document.
Introduction to Management - Meaning, Nature, Scope, Levels of ManagementSumit Sharaf
Introduction & Definition of Management
Components of Management
Features of Management
Functions of Management
Level of Management
Management and Administration
Management as Profession
Significance of Management from the point of view of Modern Business Operations.
Success of the organization depends on the experience and competence of the officers of the organization. Different forms of organizations are Line, military or scalar organization, functional organization, line and staff organization, committee of organization, project organization, matrix organization and freeform organization.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
These slides present the organizing part in Principles of Management that includes nature & purpose of organizing, formal and informal organization, organization chart and structure, line & staff authority, departmentalization, delegation of authority, training & development, performance management and career planning & management
A slide show on the Systems Perspective that was made for my Organizational Communications class. Hope you enjoy and if you have any questions please leave a comment.
Assignment 2 Discussion QuestionBased upon the assigned reading f.docxkarenahmanny4c
Assignment 2: Discussion Question
Based upon the assigned reading for
Module 1
, describe how the evolutions of healthcare delivery in the United States positively or negatively affect the current health care system. Provide examples with your response.
INTRODUCTION
Managers are found in every organization. They apply principles of management to address basic organizational needs. Systems thinking provides a useful paradigm and structure for managerial activities. Quality initiatives and good customer service enhance the operations and potential for success of any organization. This chapter introduces all three subjects: management, systems thinking, and quality improvement.
MANAGEMENT
Management evokes images of control, motivation, and operations—internal activities that are essential in organizations. Referring to the individuals who perform those activities, one contemporary source defines management as “those in charge of running a business” (Princeton University
2010
). Another offers the following definition: “the person or persons that are in charge of running a business establishment, organization or institution” (American Heritage
2006
). Traditionally, the primary activities (also referred to as functions) of managers have been categorized as planning, organizing, leading or motivating, and controlling (Schermerhorn
2009
). In this book, we use the term
facilitating
to encompass the motivational and leadership activities emphasized in health organizations. We also add the activity
improving
to each of the four functions to emphasize the foundational importance of continuous quality improvement in all management activities. The chapters of this book are grouped around the four management functions of:
planning for improvement, organizing for improvement, facilitating improvement
, and
control and improvement
. Managers and the four categories of management activities are essential to ensure the smooth operation of an entity.
Management has many experts (both by reputation and by self-proclamation) who have published books on the subject (see references and resources at the end of the chapter). The common thread is the need to guide an organization toward its goals. A related common element of a manager’s job is providing guidance and sufficient resources for employees to be productive. Other important aspects of managing that have emerged more recently include applying systems thinking, continuously improving the quality of services and programs, and providing excellent customer service. These are discussed in greater detail later in this chapter.
Competencies are defined as effective applications of knowledge, skills, attitudes, and values in complex situations (Calhoun et al.
2002
). A diverse range of managerial competencies is needed in all working milieus. Work that is related to health is undertaken in a wide variety of settings, including private organizations that are classified as for-profit or nonprofit and pub.
Organisational Behaviour: Meaning – Elements – Need and importance – Approaches – Models – Levels - Global scenario – Socio, cultural, political and economic differences and their influence on International Organisational behaviour – Future of Organisational behaviour.
2. “Management is the activity of getting things done with the aid of people and other resources”
3. “No business in the world has ever made more money with poorer management”
4.
5. Systems approach to Management It is a collection of interrelated parts acting together to achieve some goal which exists in the environment. Also, system is defined as a set of objects working together with relationships between the objects and their attributes related to each other and to the environment. Therefore, system in simple terms in respect to management, it is a set of different independent parts working together in interrelated manner to accomplish a set of objectives.
6. ENVIRONMENT Transformation process input output System Boundary Systems approach to Management Organization as a System receives Input, transforms it through a Process for Output and Operates in an Environment (economic, regulatory and other forces)
7. Elements of Systems Approach An organization is a unified and purposeful system consisting of several interconnected, interacting and interdependent parts. The parts of a system are called sub-systems. Each sub-system influences the other sub-systems and the system as a whole. The position and function of each sub-system can be analysed and understood only in relation to other sub-systems and to organization as a whole.
8. Elements of Systems Approach Each sub-system derives its strength by its association and interaction with the other sub-systems. As a result the collective contribution of the organization is greater than the aggregate of individual contributions of its sub-systems. This is known as synergy. Each system has a boundary that separates it from its environment. The boundary determines which parts are internal to the organization and which are external. For example, employees are within the boundary and creditors; customers are external to a firm.
9. Elements of Systems Approach The reaction or response of the environment to the output is known as feedback. Feedback is useful in evaluating and improving the functioning of the system. Organizations operate on the principle that they have several alternative ways of doing the same thing or achieving the same goal.
10.
11. Classification of systems Open systems - An open system actively interacts with its environment. By interacting with other systems, it tries to establish exchange relationships. Closed systems - A closed system is self contained and isolated from the environment. It is a non-adaptive system. It does not receive inputs often from other systems and does not trade with the outside world. Example: An automatic wrist watch
12. McKinsey 7-S Model The 7-S model was originally used to analyze both large and small firms by looking at their structure, offering a wider explanation thorough seven Elements: strategy, structure, systems, style, staff, skills, and shared values.
13. The Seven Elements Strategy - Actions a company plans in response to or anticipation of changes in its external environment. It may also be seen as plans for allocation of resources to enable the company’s identified goals. Structure -Basis for specialization and coordination influenced primarily by strategy and by organizational size and diversity. This is also the way that different units in the firm relate to each other.
14. The Seven Elements Systems -Formal and informal procedures that support the strategy and structure. Often internal systems are more powerful than they are given credit for. They are also the procedures and processes that characterize how the work should be done and internal systems used to accomplish the needed performance. Style - The culture of the organization, which consists of two components. One of them is management style, how key managers behave and what they do rather than what they say. It answers the questions: How do they spend their time? What are they focusing their attention on?
15. The Seven Elements Staff -Human resource management, the processes and efforts used to develop managers, socialization, and the shaping of basic management values, It also includes ways of introducing young recruits to the company, and the support given to manage employees’ careers. Skills -These are the distinctive and core competencies of the company, They include the ways competencies are expanded or shifted. This can also be determined from the perspective of core competencies that exist and are developed in the firm.
16. The Seven Elements Shared values -Also called super ordinate goals, these are the central believes and attitudes, guiding concepts, and fundamental ideas around which a business is built. Usually stated at the abstract level, they have great meaning inside the organization even though outsiders may not see or understand them. They can be summarized as what extent the company stands for and what it believes in.
17. The Seven Elements Man, Machine Material, Method, Measurement Product/Services, Profits,Customer & Societalsatisfaction, Other Long-term Goals Organizing Inputs (Goal Oriented) Outputs (External To Orgnzn.) Planning Staffing Controlling Leading EXTERNAL ENVIRONMENT(Opportunities, Constraints)
18. The Seven Elements These seven elements also help estimate the effectiveness of a firm. They are interrelated -- if one element changes, it will affect all the others. For example, a change in human resource systems such as internal career plans and management training has an impact on organizational culture and thus will affect structures, processes, and finally the characteristic competences of the organization. Another example is changes in the structure such as merging sales and marketing that affect the number and quality of new products that the company can launch.
19. Advantages of this theory It aims at meaningful analysis of organizations and their management. It facilitates the interaction between organization and its environment. It guides managers to avoid analysing problems in isolation and to develop an integrated approach.
20. Disadvantages of this theory Over-conceptual The approach does not recognize the differences in systems. Systems philosophy does not specify the nature of interactions and inter-dependencies. Unpractical: It cannot be easily and directly applied to practical problems.
Take a look at this picture and tell me what you see.Most people will answer - I see a man riding a bicycle.Well, That’s true, but I want you to take a deeper look. What else do you see?The next answer I get is: I see a building in the background.In a way that is looking deeper, but I want you to look deeper in terms of perspective. Focus on the man and the bicycle and think about what’s happening.He’s got his helmet on, he’s pushing on the pedals and he’s riding his bicycle.From my perspective, What I see isn’t just a man riding a bicycle, I see a Transportation System. That’s because I look at the picture with a different perspective. It’s called the Systems Approach. Today I’m going to show you how to view things differently using the Systems Approach.This is going to require some Critical Thinking on your part. You can’t just look at the obvious; you have to look at the picture from a different perspective.We have to break this picture of “Man riding a bicycle” down into two groups of information. First we look at the picture from the “Parts and Pieces Perspective” and then we will look at the same picture from the “How it Works Perspective”.