This document provides information on management, bureaucracy, staff motivation, leadership, labor relations, training needs assessment, and informal learning. It defines key terms, outlines principles and roles, discusses advantages and disadvantages, and identifies factors that influence various management concepts. Specifically, it examines Henri Fayol's principles of management, Mintzberg's managerial roles, characteristics and impacts of bureaucracy, approaches to motivating staff, different leadership styles, collective bargaining processes, justifications for training needs assessment and employee training, and methods of informal learning. The document serves as a reference for management concepts.
This chapter discusses directing, which involves motivation, communication, and leadership. It defines motivation as using rewards and penalties to influence behavior. Several theories of motivation are described, including Maslow's hierarchy of needs and McGregor's Theory X and Y. Communication is defined as the transfer of meaningful information, and types of communication like formal, informal, and upward are outlined. Barriers to communication that can reduce effectiveness are also provided. Leadership is defined as influencing followers to achieve group goals willingly. Different types of leadership styles are described like democratic and laissez-faire. The chapter also covers management skills, roles, and Filipino styles.
This document discusses the concepts of line and staff authority relationships in organizations. It defines key terms like power, authority, line functions, and staff functions. Staff functions provide advice to help line managers accomplish organizational objectives, but staff have no direct authority over line. Principles of effective delegation are outlined, including defining expected results, functional roles, and maintaining a clear line of authority. Decentralization is the degree to which decision-making authority is delegated within an organization, based on factors like cost, uniformity, and managerial skills.
This document discusses organizing and staffing in organizations. It covers topics like organization categories, the organizing process, principles of organizing, departmentalization, span of management, authority, responsibility, delegation, decentralization, and staffing functions. The key points are:
1. Organizing involves identifying and grouping work, delegating responsibility, and establishing relationships to enable effective teamwork.
2. There are four categories of organizations - those that benefit owners, members, clients, and society.
3. The staffing process involves recruiting, selecting, and placing the right employees in jobs, as well as inducting new hires.
4. Effective delegation and decentralization of authority are important but must be
This document is an assignment submitted by a group of students at the University of Dhaka on the functions, roles, and skills of a manager. It discusses the five basic functions of managers as planning, organizing, staffing, directing, and controlling. It also outlines the interpersonal, informational, and decisional roles of managers. Finally, it identifies important managerial skills such as technical skills, interpersonal skills, conceptual skills, diagnostic skills, communication skills, decision-making skills, and time management skills.
Nature and purpose of organization, principles of organization, types of organization, formal and informal organization, types of organization structure, departmentation, importance and bases of departmentaion, committees, meaning and types, centralization vs decentralization of authority and responsibility, span of control, MBO and MBE (meaning only), nature and importance of staffing, process of recruitment & selection (in brief)
Introduction to Public Administration - Organizing, Staffing, Controlling and...DennIcent1
The document discusses the concepts of organizing and staffing in management. It defines organizing as the process of establishing order, removing conflicts, and building teamwork. The key steps in organizing include identifying objectives, classifying activities, grouping activities, delegating authority, and integrating groupings. It also discusses the types of formal and informal organization structures. Staffing involves manning organizational positions. Important functions of staff officers include providing specialized knowledge to managers and relieving them of details. Major principles of organizing and staffing discussed include unity of objectives, efficiency, span of management, delegation of authority, and job definition.
This document discusses organizational structure and provides definitions and examples of key concepts. It defines organizational structure as how a group is formed and how communication and authority are channeled. It then discusses the importance of organizational structure for clarifying roles and responsibilities. The document contrasts formal and informal structures and describes centralized and decentralized structures. It also defines organizational charts and discusses types of charts including vertical, horizontal, and circular charts. The key concepts of authority, responsibility, delegation, and accountability are defined.
This document provides suggested solutions to questions on a management exam for an Accounting Technician Programme in Malawi. It defines and discusses the four managerial functions of planning, organizing, directing, and controlling. It also addresses motivating staff during economic crisis, effective job design, leadership styles, collective bargaining, product life cycles, promotional mix, distribution channels, production methods, justifying training, identifying training needs, informal learning, and defining organizational culture and different cultural forms.
This chapter discusses directing, which involves motivation, communication, and leadership. It defines motivation as using rewards and penalties to influence behavior. Several theories of motivation are described, including Maslow's hierarchy of needs and McGregor's Theory X and Y. Communication is defined as the transfer of meaningful information, and types of communication like formal, informal, and upward are outlined. Barriers to communication that can reduce effectiveness are also provided. Leadership is defined as influencing followers to achieve group goals willingly. Different types of leadership styles are described like democratic and laissez-faire. The chapter also covers management skills, roles, and Filipino styles.
This document discusses the concepts of line and staff authority relationships in organizations. It defines key terms like power, authority, line functions, and staff functions. Staff functions provide advice to help line managers accomplish organizational objectives, but staff have no direct authority over line. Principles of effective delegation are outlined, including defining expected results, functional roles, and maintaining a clear line of authority. Decentralization is the degree to which decision-making authority is delegated within an organization, based on factors like cost, uniformity, and managerial skills.
This document discusses organizing and staffing in organizations. It covers topics like organization categories, the organizing process, principles of organizing, departmentalization, span of management, authority, responsibility, delegation, decentralization, and staffing functions. The key points are:
1. Organizing involves identifying and grouping work, delegating responsibility, and establishing relationships to enable effective teamwork.
2. There are four categories of organizations - those that benefit owners, members, clients, and society.
3. The staffing process involves recruiting, selecting, and placing the right employees in jobs, as well as inducting new hires.
4. Effective delegation and decentralization of authority are important but must be
This document is an assignment submitted by a group of students at the University of Dhaka on the functions, roles, and skills of a manager. It discusses the five basic functions of managers as planning, organizing, staffing, directing, and controlling. It also outlines the interpersonal, informational, and decisional roles of managers. Finally, it identifies important managerial skills such as technical skills, interpersonal skills, conceptual skills, diagnostic skills, communication skills, decision-making skills, and time management skills.
Nature and purpose of organization, principles of organization, types of organization, formal and informal organization, types of organization structure, departmentation, importance and bases of departmentaion, committees, meaning and types, centralization vs decentralization of authority and responsibility, span of control, MBO and MBE (meaning only), nature and importance of staffing, process of recruitment & selection (in brief)
Introduction to Public Administration - Organizing, Staffing, Controlling and...DennIcent1
The document discusses the concepts of organizing and staffing in management. It defines organizing as the process of establishing order, removing conflicts, and building teamwork. The key steps in organizing include identifying objectives, classifying activities, grouping activities, delegating authority, and integrating groupings. It also discusses the types of formal and informal organization structures. Staffing involves manning organizational positions. Important functions of staff officers include providing specialized knowledge to managers and relieving them of details. Major principles of organizing and staffing discussed include unity of objectives, efficiency, span of management, delegation of authority, and job definition.
This document discusses organizational structure and provides definitions and examples of key concepts. It defines organizational structure as how a group is formed and how communication and authority are channeled. It then discusses the importance of organizational structure for clarifying roles and responsibilities. The document contrasts formal and informal structures and describes centralized and decentralized structures. It also defines organizational charts and discusses types of charts including vertical, horizontal, and circular charts. The key concepts of authority, responsibility, delegation, and accountability are defined.
This document provides suggested solutions to questions on a management exam for an Accounting Technician Programme in Malawi. It defines and discusses the four managerial functions of planning, organizing, directing, and controlling. It also addresses motivating staff during economic crisis, effective job design, leadership styles, collective bargaining, product life cycles, promotional mix, distribution channels, production methods, justifying training, identifying training needs, informal learning, and defining organizational culture and different cultural forms.
Organizing ppt class 12 business studiesPriyanka Rao
Formal organization refers to the predefined structure and lines of authority established by management to achieve organizational goals. It has clearly defined positions, policies, and lines of responsibility and authority. While this provides stability and efficient goal accomplishment, it can also lead to delays, reduce creativity, and prioritize structure over human relationships. In contrast, informal organization emerges spontaneously from social interactions between employees based on personal relationships rather than formal rules. This can facilitate faster information sharing but may also spread rumors and not fully align with organizational objectives.
The document discusses the process of organizing within management. It defines organizing as assigning tasks, grouping tasks into departments, delegating authority, and allocating resources to achieve organizational goals. Organizing involves coordinating employees, resources, policies, and procedures. It establishes authority relationships and patterns of coordination both vertically and horizontally across the organizational structure. The key aspects of organizing discussed are specialization, coordination, delegation of authority, defined responsibilities, span of control, and chain of command.
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.
The document discusses different types of organization structures and dimensions. It describes mechanistic and organic structures, as well as departmentalization approaches like functional, divisional, and customer-based structures. Matrix structures that assign specialists from different functions to projects are also covered. Key aspects of organizational design include formalization, centralization, and span of management.
This document discusses various topics related to leadership and management including:
- Definitions of leadership as influencing others toward goals and objectives through communication
- Types of leadership styles such as autocratic, democratic, and laissez-faire
- Roles, traits, and satisfactions/dissatisfactions of leaders
- Differences between leadership and management in terms of direction/vision vs planning/control
- Concepts like power, committees, groups, and characteristics of effective teams
- Models for management styles including exploitive, benevolent, and participative approaches
The Processes Of Organization and Management82541223
The document discusses David Garvin's background and interests. It then summarizes three types of processes in organizations: work processes that create outputs for customers, administrative processes that support business operations, and behavioral/change processes related to decision making, communication, and organizational learning. Finally, it discusses the importance of managerial processes in getting work done through coordinating activities and engaging others.
The document discusses various topics related to organization and management. It defines organization as a group of people working together to achieve common goals. It describes organizational structure as rules and policies that provide structure by delegating roles and responsibilities. Some key aspects of organizational structure discussed include departmentation, line organization structures, authority, decentralization, coordination, and human factors. It also discusses effective organization, planning for organizational structure, and global organizing.
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.
This document provides an overview of management by objectives (MBO). It defines MBO as a process where managers establish objectives for their departments that are consistent with overall organizational goals. Key steps in the MBO process include setting specific and measurable goals, establishing review periods, and evaluating performance. The benefits of MBO include improved planning, accountability, and motivation of employees. Some limitations are that MBO can be time-consuming and require competent managers to implement successfully.
The document discusses various concepts related to organizing, including Henry Fayol's 14 principles of management, organizational structure, departmentalization, chain of command, authority, delegation, coordination, and decentralization vs centralization. It provides definitions and explanations of each concept, with examples to illustrate key points. The main ideas covered include dividing work into tasks, establishing clear lines of reporting, delegating responsibilities appropriately, integrating different units, and determining whether decision-making power is held at higher or lower levels.
Chapter 04 Directing function of managementPatel Jay
This document discusses key concepts in management functions including directing, personality, attitude, learning theories, perception, supervision, and motivation. It defines directing as influencing employees to perform efficiently through communication, motivation, leadership, and supervision. Personality is described as unique physical, mental and moral qualities. Attitude has cognitive, affective and behavioral components. Learning theories covered are behaviorism, cognitivism and constructivism. Perception involves receiving, selecting, organizing and interpreting sensory data. Supervision oversees subordinates' work through commanding, guiding and controlling. Motivation aims to improve employee performance and efficiency.
1. There are three main types of organizational structures: line, functional, and line and staff.
2. The line structure has a vertical hierarchy with authority flowing from top to bottom. It allows for quick decisions but lacks specialization.
3. The functional structure groups employees by specialized skills and expertise. This allows for maximum specialization but can weaken responsibility and decision making.
4. The line and staff structure combines elements of both, aiming to gain the advantages of specialization while maintaining authority and responsibility through vertical lines. It is considered the most advanced type.
The document discusses organizational effectiveness and efficiency. It states that proper organization structure is key to organizational effectiveness. It also discusses establishing objectives and planning to avoid mistakes in organizing. Finally, it discusses the importance of flexibility in organizations and avoiding organizational inflexibility through various flexible work arrangements like flexible working hours, part-time work, working from home, and job sharing. It also discusses avoiding conflict through clarification.
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 discusses organizational structure and different types of structures. It explains that an organizational structure determines relationships between functions and positions, delegates roles and responsibilities, and arranges lines of authority and communication. The main types of structures discussed are tall, flat, virtual, and boundaryless structures. Tall structures have many management levels while flat structures focus on empowering employees. Virtual structures use technology to connect people who interact electronically. Boundaryless structures are flexible and encourage integration.
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 the role of front-line managers and their relationship with human resources (HR) functions. It defines front-line managers as those responsible for directly supervising employees and day-to-day operations. While HR aims to support line managers, tensions can arise if HR is seen as "policing" them or relieving them of people management responsibilities. For policies to be effectively implemented, line managers must buy into them and have discretion in how they are carried out for employees. The document stresses the importance of training line managers in people-centered skills and ensuring HR and line managers work collaboratively, not as separate functions.
This document summarizes a research paper about the impact of various management styles on the retention of high performing employees. It begins by outlining some background information, including that leadership styles and a lack of intrinsic and extrinsic motivation can influence whether high performers stay or leave an organization. It then presents the paper's purpose, research questions, and key definitions. The literature review discusses challenges organizations face in retaining talent, the costs of employee turnover, and theories of intrinsic and extrinsic motivation. It also outlines different management styles like authoritarian, democratic, laissez-faire, transactional, and transformational. The paper aims to determine which styles positively or negatively impact retention of high performers.
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.
The document discusses management, leadership, motivation, and human resource management. It provides definitions of management, describes Mintzberg's roles of management, and lists the functions of management as planning, organizing, directing, and controlling. It also discusses motivating the workforce, Herzberg's two-factor theory of motivation, appropriate leadership styles based on situational factors, sources of a leader's power, the role of human resource management, and benefits of HRM over personnel management.
This document contains suggested solutions to an accounting technician examination in Malawi. It addresses several questions related to management topics such as the role of information in decision making, motivation theories, leadership styles, and approaches to job design. For each question, it lists the key points and reasons in bullet-point form. The document provides detailed responses analyzing different management concepts.
This document contains suggested solutions to questions on a management exam for an Accounting Technician Programme. It discusses leadership styles, motivating employees during financial crises, job design approaches, succession planning, and collective bargaining. Key points include different leadership styles like democratic and autocratic, non-financial motivators, problems with Taylorist job design, importance of succession planning for career progression, and advantages and disadvantages of collective bargaining between employees and management.
Organizing ppt class 12 business studiesPriyanka Rao
Formal organization refers to the predefined structure and lines of authority established by management to achieve organizational goals. It has clearly defined positions, policies, and lines of responsibility and authority. While this provides stability and efficient goal accomplishment, it can also lead to delays, reduce creativity, and prioritize structure over human relationships. In contrast, informal organization emerges spontaneously from social interactions between employees based on personal relationships rather than formal rules. This can facilitate faster information sharing but may also spread rumors and not fully align with organizational objectives.
The document discusses the process of organizing within management. It defines organizing as assigning tasks, grouping tasks into departments, delegating authority, and allocating resources to achieve organizational goals. Organizing involves coordinating employees, resources, policies, and procedures. It establishes authority relationships and patterns of coordination both vertically and horizontally across the organizational structure. The key aspects of organizing discussed are specialization, coordination, delegation of authority, defined responsibilities, span of control, and chain of command.
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.
The document discusses different types of organization structures and dimensions. It describes mechanistic and organic structures, as well as departmentalization approaches like functional, divisional, and customer-based structures. Matrix structures that assign specialists from different functions to projects are also covered. Key aspects of organizational design include formalization, centralization, and span of management.
This document discusses various topics related to leadership and management including:
- Definitions of leadership as influencing others toward goals and objectives through communication
- Types of leadership styles such as autocratic, democratic, and laissez-faire
- Roles, traits, and satisfactions/dissatisfactions of leaders
- Differences between leadership and management in terms of direction/vision vs planning/control
- Concepts like power, committees, groups, and characteristics of effective teams
- Models for management styles including exploitive, benevolent, and participative approaches
The Processes Of Organization and Management82541223
The document discusses David Garvin's background and interests. It then summarizes three types of processes in organizations: work processes that create outputs for customers, administrative processes that support business operations, and behavioral/change processes related to decision making, communication, and organizational learning. Finally, it discusses the importance of managerial processes in getting work done through coordinating activities and engaging others.
The document discusses various topics related to organization and management. It defines organization as a group of people working together to achieve common goals. It describes organizational structure as rules and policies that provide structure by delegating roles and responsibilities. Some key aspects of organizational structure discussed include departmentation, line organization structures, authority, decentralization, coordination, and human factors. It also discusses effective organization, planning for organizational structure, and global organizing.
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.
This document provides an overview of management by objectives (MBO). It defines MBO as a process where managers establish objectives for their departments that are consistent with overall organizational goals. Key steps in the MBO process include setting specific and measurable goals, establishing review periods, and evaluating performance. The benefits of MBO include improved planning, accountability, and motivation of employees. Some limitations are that MBO can be time-consuming and require competent managers to implement successfully.
The document discusses various concepts related to organizing, including Henry Fayol's 14 principles of management, organizational structure, departmentalization, chain of command, authority, delegation, coordination, and decentralization vs centralization. It provides definitions and explanations of each concept, with examples to illustrate key points. The main ideas covered include dividing work into tasks, establishing clear lines of reporting, delegating responsibilities appropriately, integrating different units, and determining whether decision-making power is held at higher or lower levels.
Chapter 04 Directing function of managementPatel Jay
This document discusses key concepts in management functions including directing, personality, attitude, learning theories, perception, supervision, and motivation. It defines directing as influencing employees to perform efficiently through communication, motivation, leadership, and supervision. Personality is described as unique physical, mental and moral qualities. Attitude has cognitive, affective and behavioral components. Learning theories covered are behaviorism, cognitivism and constructivism. Perception involves receiving, selecting, organizing and interpreting sensory data. Supervision oversees subordinates' work through commanding, guiding and controlling. Motivation aims to improve employee performance and efficiency.
1. There are three main types of organizational structures: line, functional, and line and staff.
2. The line structure has a vertical hierarchy with authority flowing from top to bottom. It allows for quick decisions but lacks specialization.
3. The functional structure groups employees by specialized skills and expertise. This allows for maximum specialization but can weaken responsibility and decision making.
4. The line and staff structure combines elements of both, aiming to gain the advantages of specialization while maintaining authority and responsibility through vertical lines. It is considered the most advanced type.
The document discusses organizational effectiveness and efficiency. It states that proper organization structure is key to organizational effectiveness. It also discusses establishing objectives and planning to avoid mistakes in organizing. Finally, it discusses the importance of flexibility in organizations and avoiding organizational inflexibility through various flexible work arrangements like flexible working hours, part-time work, working from home, and job sharing. It also discusses avoiding conflict through clarification.
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 discusses organizational structure and different types of structures. It explains that an organizational structure determines relationships between functions and positions, delegates roles and responsibilities, and arranges lines of authority and communication. The main types of structures discussed are tall, flat, virtual, and boundaryless structures. Tall structures have many management levels while flat structures focus on empowering employees. Virtual structures use technology to connect people who interact electronically. Boundaryless structures are flexible and encourage integration.
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 the role of front-line managers and their relationship with human resources (HR) functions. It defines front-line managers as those responsible for directly supervising employees and day-to-day operations. While HR aims to support line managers, tensions can arise if HR is seen as "policing" them or relieving them of people management responsibilities. For policies to be effectively implemented, line managers must buy into them and have discretion in how they are carried out for employees. The document stresses the importance of training line managers in people-centered skills and ensuring HR and line managers work collaboratively, not as separate functions.
This document summarizes a research paper about the impact of various management styles on the retention of high performing employees. It begins by outlining some background information, including that leadership styles and a lack of intrinsic and extrinsic motivation can influence whether high performers stay or leave an organization. It then presents the paper's purpose, research questions, and key definitions. The literature review discusses challenges organizations face in retaining talent, the costs of employee turnover, and theories of intrinsic and extrinsic motivation. It also outlines different management styles like authoritarian, democratic, laissez-faire, transactional, and transformational. The paper aims to determine which styles positively or negatively impact retention of high performers.
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.
The document discusses management, leadership, motivation, and human resource management. It provides definitions of management, describes Mintzberg's roles of management, and lists the functions of management as planning, organizing, directing, and controlling. It also discusses motivating the workforce, Herzberg's two-factor theory of motivation, appropriate leadership styles based on situational factors, sources of a leader's power, the role of human resource management, and benefits of HRM over personnel management.
This document contains suggested solutions to an accounting technician examination in Malawi. It addresses several questions related to management topics such as the role of information in decision making, motivation theories, leadership styles, and approaches to job design. For each question, it lists the key points and reasons in bullet-point form. The document provides detailed responses analyzing different management concepts.
This document contains suggested solutions to questions on a management exam for an Accounting Technician Programme. It discusses leadership styles, motivating employees during financial crises, job design approaches, succession planning, and collective bargaining. Key points include different leadership styles like democratic and autocratic, non-financial motivators, problems with Taylorist job design, importance of succession planning for career progression, and advantages and disadvantages of collective bargaining between employees and management.
The document discusses key concepts in organizing, including:
1) The definition of an organization as the coordination of people's activities to achieve common goals through division of labor and authority hierarchies.
2) The organizing process involves identifying activities, grouping them, assigning duties, and delegating authority.
3) Important determinants of organizational structure include goals, strategy, size, technology, and the external environment.
4) Span of management refers to the number of direct reports a manager has, which is determined by factors like the work, technology, abilities of managers and subordinates, and degree of decentralization.
This document discusses direction and supervision in management. It states that direction involves issuing orders to employees and leading and motivating them to execute the orders. Effective direction requires harmony of objectives, unity of command, direction supervision, efficient communication and follow through. Giving orders must be clear, compatible with organizational goals and employee interests, and feasible to implement. Motivation channels employee inner drives toward organizational goals. Motivation theories discussed include Maslow's hierarchy of needs and Herzberg's two-factor theory. The document also covers communication, leadership, coordination and leadership approaches like traits and behavioral theories.
This document discusses concepts related to motivating and managing employees in construction project management. It covers several theories of motivation including Maslow's hierarchy of needs, McGregor's Theory X and Theory Y, and McClelland's theory on environmental determinants. It also discusses the importance of understanding human needs, leading and directing employees, influencing behavior through disciplining and rewarding, and maintaining high employee morale. The overall goal of motivation approaches is to induce employees to act in a desired manner for the organization.
This document provides an introduction to management concepts including definitions of management, the nature of management, and the functions of management. It discusses management principles put forth by thinkers like Fayol and Taylor. The functions of management covered are planning, organizing, staffing, directing, and controlling. Under each function, key aspects are defined and explained, like the steps in planning, principles of organizing, elements of staffing, techniques for achieving coordination in directing, and the purpose of controlling. Leadership styles like autocratic, democratic, and laissez-faire are also introduced. Maslow's hierarchy of needs as it relates to motivation is outlined as well.
The document discusses the importance and definitions of leadership. It states that leadership is key to success in organizations and that a leader influences others to achieve goals. It then covers different leadership theories including trait, behavioral, situational, and relationship theories. It also discusses the differences between leadership and management.
This document provides an introduction to management, including definitions of management, the purposes and functions of management, and principles of management. It defines management as the process of planning, organizing, leading, and controlling organizational resources to achieve goals. The purposes of management are to plan, direct, organize and ensure business success through methods like customer satisfaction and employee training. The key functions of management are planning, organizing, staffing, directing, and controlling. Some principles of management discussed include division of work, unity of command, and centralization. The document outlines the need for organizational management to help create goals, implement business plans, and better coordinate activities.
MB0038 – Management Process and Organization Behaviorswejs
This document provides an overview of management processes and organization behavior for a Master of Business Administration program. It discusses managerial roles and skills, including monitoring work, integrating efforts, and providing leadership. It describes the three main roles according to Mintzberg as informational, decisional, and interpersonal. Technical, human, and conceptual skills are also outlined. Methods for shaping employee behavior are discussed, including positive reinforcement through rewards and negative reinforcement by removing rewards for undesired behavior.
This document discusses Edgar Schein's three levels of organizational culture (artifacts, values, assumed values), David Ulrich's four-role model for HR professionals (strategic partner, administrative expert, change agent, employee champion), and reasons for the dramatic shift in HR's emerging roles, including social media influence, personalization of employee benefits, feedback becoming more fluid, increased remote work, and the rise of HR analytics. Barriers to strategic HRM are also summarized, such as lack of growth strategy, high resistance to change, and interdepartmental conflicts.
This document defines management and its principles. It provides definitions of management from several experts, including that it is the process of achieving goals through others. The key differences between administration and management are discussed. Management involves important functions like planning, organizing, staffing, leading, and controlling. Other principles of management discussed include the division of work, unity of command, centralization of authority, order, and discipline. Effective management requires skills in technical, human, and conceptual areas.
MB0038 – Management Process and Organization Behaviorswejs
This document discusses managerial roles and skills. It begins by defining key terms like organization, managers, and managerial roles. It then outlines Mintzberg's three categories of managerial roles: informational, decisional, and interpersonal. Within each category are sub-roles that managers fulfill, such as monitor, spokesperson, entrepreneur, and liaison. Next, it discusses three essential management skills according to Katz: technical, human, and conceptual skills. The document then provides tips for improving management skills and discusses methods for shaping employee behavior, including positive reinforcement, negative reinforcement, punishment, and extinction. Factors that influence perception are also outlined, such as characteristics of the perceiver, target, and situational context.
This document provides an overview of management concepts including:
1) Classical management approaches like scientific management sought efficiency while Weber's bureaucracy aimed for efficiency and fairness.
2) Behavioral approaches highlighted the human side of organizations and that treating workers as adults increases productivity.
3) Modern management uses tools and quantitative analysis while recognizing organizations interact with environments and there is no single best way to manage.
4) Ethics and social responsibility are important considerations for organizations and their stakeholders.
5) Managers use information and problem solving approaches to make programmed and non-programmed decisions via systematic and intuitive thinking under conditions of certainty, risk and uncertainty.
This document discusses various concepts related to leadership behavior and community leadership. It begins by outlining the objectives of understanding different leadership models including the leadership grid model and competency model. It then discusses research conducted at Ohio State University and the University of Michigan on leadership behaviors. It also explains Blake and Mouton's leadership grid model and the five leadership styles. The document further discusses the concept of the leadership pipeline and the skills needed to transition between organizational levels. Finally, it defines community leadership and the three components needed for community leadership success: framing, building social capital, and mobilizing for action.
CHAPTER ONE
Fundamentals of Management
1.1. Definitions of Management
There is no single, comprehensive and universally accepted definition of management. This holds true due to the following major reasons among others:
Different scholars view management from different perspectives
It has many areas of applications. It is applied in profit, not for profit, private, government, social and business organizations.
Management as a discipline is recent in origin and hence there are a number of theories being added to the field.
It is so broad that it is difficult to encompass all its aspects in a single definition.
It has undergone changes because of the developments in behavioral science and quantitative techniques.
There are different approaches to management, definitions change as the environment changes. The environment of an organization changes due to changes in the political, social, economic, ethical and other factors.
The following are among the most widely accepted definitions of management:
Management is … the organ of society specifically charged with making resources productive - Peter Drucker
Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims - Koontz and Weihrich.
Management is a distinct process consisting of activities of planning, organizing, actuating and controlling, performed to determine and accomplish stated objectives with the use of human beings and other resources - Terry and Franklin.
The work involved in combining and directing the use of resources to achieve particular purposes is called management - David R. Hampton.
Management is the process of planning, organizing, leading and controlling the work of the organization members and of using all available organizational resources to reach stated organizational goals - Stoner, Freeman and Gilbert.
Management is the art of getting things done through people effectively and efficiently - Mary Parker Follett.
Effectiveness/Quality: is a way that produces a desired result.
Efficiency/Related to minimum Cost: is being capable of achieving the desired result with the minimum use of resources, time and effort.
1.2. Significance of Management
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2) Encourages Innovation: Management also encourages innovation in the organization. Innovation brings new ideas, new technology, new methods, new products, new services, etc. This makes the organization more competitive and efficient.
3) Facilitates Growth and Expansion: Management makes optimum utilization of available resources. It reduces wastage and increase efficiency.
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Understanding Ponzi Schemes
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Historical Context: Charles Ponzi and His Legacy
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University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
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University of North Carolina at Charlotte degree offer diploma Transcript
Tc11 a
1. STRICTLY CONFIDENTIAL
THE PUBLIC ACCOUNTANTS EXAMINATION
COUNCIL OF MALAWI
2011 EXAMINATIONS
ACCOUNTING TECHNICIAN PROGRAMME
PAPER TC 11: MANAGEMENT
(JUNE 2011)
TIME ALLOWED: 3 HOURS
SUGGESTED SOLUTIONS
2. 1
1. (a) Management is defined as any of the following:
The process of deciding what should be done and getting it done
through and with the assistance of other people.
or
To forecast and plan, to organize, to command, to coordinate and
control.
or
A social process consisting of planning, controlling, coordination
and motivation.
or
The process of planning, organizing, directing and controlling the
operations of an organisation.
(b) Principles of Management according to Henri Fayol:
Division of work
Authority
Discipline
Unity of command
Unity of direction
Subordination of individual interest to the general interest
Remuneration
Centralisation
Scalar chain
Order
Equity
Stability of tenure of personnel
Initiative
Espirit de corps
(c) The roles of management according to Mintzberg are as follows:
(i) Interpersonal Roles
It entails working with, directing and representing people. It
comprises three key roles i.e:
Figurehead as the formal representative of the organization.
Liaison which forms connections with other organization.
Leader in relation to members of a group within the
organization.
(ii) Informational Roles
It involves three key roles i.e:
3. 2
Monitor whereby managers seek, receive and store
information that can be used to the advantage of the
company.
Disseminator whereby the manager broadcasts this useful
information to the organization.
Spokesperson whereby the manager communicates
information on behalf of the organization to other relevant
groups and bodies, both internal and external.
(iii) Decisional Roles
This entails four key roles:
Entrepreneur whereby the manager looks for ways to
improve the operation of the organisation or for new
product/market opportunities.
Disturbance handler whereby managers have to handle
crises effectively.
Resource Allocator whereby the manager is responsible to
design budgets and allocate resources.
Negotiator whereby managers using the necessary
information they marshal and their authority carry out this
role.
2. (a) Bureaucracy is defined in three ways as follows:
Red tape i.e. an excess of paperwork and rules leading to gross
inefficiency.
Officialdom i.e. all the apparatus of central and local government
and formal organizations.
Organizations form with certain dominant characteristics.
(b) The seven characteristics of bureaucracy are as follows:
A continuous organization of functions bound by rules.
Specified spheres of competence leading to specialization of work.
A hierarchical arrangement of offices or jobs where one level of jobs is
next subject to control by the higher level.
4. 3
Appointments to offices are made on the grounds of technical
competence.
The separation of officials from the ownership of the organization.
Official positions exist in their own right and job holders have no
rights to particular positions.
Rules, decisions and actions are formulated and recorded in
writing.
(c) Bureaucracy has the following advantages:
Continued provision of customer service regardless of whoever
leaves this formal organization.
Staff Motivation
This form of organization offers clear career paths to job holders
and this spurs them to work better and harder.
Control over discrimination owing to strict adherence to rules and
procedures.
Objectivity and Rationality
Decisions and actions are based on policy and a system of rules to
limit on the use of intuition and common sense.
Procedural and Distributive Justice
Inherent rationality and objectivity of bureaucracy promotes
fairness in the way in which resources are allocated to employees.
Recruitment and promotion of staff is not arbitrary as it is based
upon merit.
Staff Discipline
The conduct of staff is disciplined through the application of rules
and procedures.
Reduced Uncertainty
Employees are clear about what to do and how as stipulated by
rules and procedures.
(d) Bureaucracy has the following disadvantages:
Red Tape leading to unnecessary and avoidable delays due to
excessive adherence to rules, procedures and chain of command.
5. 4
Dehumanization
Employees are required to dance to the tune of rules and
procedures in impersonal manner as if they are robots.
Poor Communication
Vertical communication up and down the line of authority delays
and distorts information by either exaggerating or down playing it.
Fatigue
Strict specialization of work leads to monotony which in turn leads
to fatigue.
Lack of Personal Growth
Strict specialization of work creates unchanging mechanical tasks
that do not allow the job holder to apply reasonable mental effort to
perform the tasks.
Anomic/Alienation
Specialization of work and lack of meaningful employee
participation leads to alienation.
Office Politics
Hierarchical organization structures create recipe for power
struggle conflicts over access to organization resources.
Psychosomatic Diseases
Office politics as a game results in winners and losers. Losers are
subjected to worries, hysteria, paranoia, high blood pressure, ulcers
and stress.
3. (a) Staff motivation is important for business success in the following ways:
Increased Productivity
Motivated staff are more committed to work, work harder and
are more productive.
Creativity
Motivated staff are generally able to generate and experiment
new ideas.
Flexibility
When employees are motivated they are progressive and are
able to adapt to change.
Reduced Industrial Injury and Accidents
Motivate staff work carefully with tools and machinery.
Good Employee Relations
Motivated staff feel that management do care about them and
their jobs and are ready to cooperate with the management.
6. 5
Improved Communication
Staff motivation improves interaction between the workforce
and management hence improved exchange of information
between them.
(b) Practical ways in which managers can motivate their employees are as
follows:
Job enrichment
Job enlargement
Effective communication
Staff appraisal
Training
Team building
Showing genuine interest in employees
Challenging jobs
Clear objectives
Providing benchmarks against which employees can measure
their performance
Making employees enjoy a sense of importance
Give employees more responsibility
Promotion opportunities.
(c) The weaknesses of the “Carrot and Stick”approach to staff motivation
are as follows:
It is obsessed with extrinsic motivation at the expense of
intrinsic motivation
It creates fear and negative reinforcement
It is of little value in the modern business organizations that are
expected to promote good governance
It may only work for basic needs of people.
(d) Differences between motivators and hygiene factors according to
Fredrick Herzberg are as follows:
Motivators can bring about job satisfaction and positive
motivation when they are ample at workplace whereas hygiene
factors cannot motivate employees whatever the quantity.
Motivators are intrinsic factors of motivation whereas hygiene
factors are extrinsic factors of motivation.
7. 6
(e) Staff motivation is a complex process because of the following
reasons:
Staff motivation is influenced by multiple factors some of which are
beyond the control of the manager.
Employee motives are dynamic as they change from time to
time.
Different people are motivated by different needs at different
points in time.
Motivating people entails identifying and satisfying their
motives but these motives may be unknown to the manager and
the worker concerned.
4. (a) Leadership is important for organizational success because:
It initiates action or change
It inspires and motivates people/subordinates
It plays a guiding role for the subordinates
It creates confidence in the subordinates
It builds and sustains the work environment
It coordinates and reconciles personal interests with
organizational goals.
(b) The types of leaders in an organization are as follows:
Traditional Leader
The leader assumes leadership position by being born in a lineage
of leadership. The weakness of this choice of leader is that its
access is limited and only applicable to small family owned
business.
Situational Leader
Refers to a leader who is successful by being in the right place at
the right time. The weakness of such a leader is that they become
helpless and ineffective when the leadership situation changes.
Charismatic Leader
Refers to a leader who gains influence mainly from strength of
personality. The weakness of this type of leaders is that very few
people have access to it. Furthermore charisma fades away with
the passage of time hence such a leader becomes more and more
ineffective with increasing age.
8. 7
Appointed Leader
This leader’s influence emanates directly from their position in the
organization hierarchy. The difficulty of this leader is that he/she
may be bureaucratic. Besides, the leader may be unable to fully
utilize the powers vested in the position to the benefit of the
organization owing to weak personality, lack of adequate training
etc.
Functional Leader
The leader assumes leadership position by what he/she does rather
than by what he/she is. The difficulty of this leader is that the
importance attached to one’s tasks and responsibilities changes
with time due to technological and other changes.
Principle – Centred Leader
Refers to a leader whose approach to leadership is influenced by
moral and ethical principles involving considerations of equity,
justice, integrity, fairness, trust etc. The difficulty with this leader
is that he/she may be inflexible and autocratic
(c) The following situational factors can influence the choice of appropriate
leadership by a leader as follows:
Corporate Culture
Task oriented culture can legitimize authoritarian leadership style
whereas people centred culture can legitimize democratic
leadership style.
Type of Task or Goal
When the task or goal is very critical a leader is likely to closely
supervise its performance and thus calling for authoritarian
leadership style and the opposite is true for task or goal that is
relatively less important for organizational success.
Time Pressure or Bulklog
When there is inadequate time to meet deadlines or there are
outstanding tasks which must be cleared immediately to meet
deadlines, the leader is likely to be pushy in order to make
employees put in more effort and meet deadlines. The opposite is
true when there is adequate time to clear outstanding assignments
or projects.
Type of Subordinates
When subordinates are lazy, unreliable and lack the necessary
knowledge and skills to perform a given task, the leader is likely to
supervise the subordinates closely and apply theory X
(authoritarian leadership style) to make them work at the expected
pace. The opposite is true when the subordinates are committed
9. 8
and possess the necessary knowledge and skills to do the work to
the expected standard.
The leader Himself/Herself
A leader who believes that he/she has more knowledge and skills
to perform a given task than anybody else in the team may
consider it a waste of time to consult team members for their
contribution. The leader may therefore take unilateral decision and
action hence authoritarian leadership style. The leader who
believes that he/she has less knowledge and skills than his/her team
members is dependent on the members to have the tasks done.
Such a leader is likely to adopt democratic leadership style in order
to obtain the cooperation of the members.
The principles of the leader in terms of what is right or wrong
moral or immoral fair or unfair, ethical and unethical and so forth
can also influence leader’s choice of appropriate leadership style.
5. (a) Labour Relations can be defined as:
- The relationship that exists between the employer or management and
employees or their representative body in an organization.
- The interconnections that exist between employers and employees in
the workplace.
Any interactions between the employer and employees (directly or
indirectly) with the state playing a regulatory role.
(b) The roles of the Malawi Congress of Trade Union in Labour Relations are
as follows:
Solve inter-trade union disputes
Train union officials and employees on labour relations issues
Lobby with the government on behalf of employees, for improved
terms and conditions of employment and labour laws
Propose changes to labour legislation for the approval of
government
Audit the accounts of member trade unions to ensure transparency
and accountability in the management of finance
Provide legal advice and representation to trade union officials and
employees.
10. 9
(c) Collective bargaining (CB) has the following advantages:
Brings about mutual understanding and agreement between
management and employees
Establishes rights and obligations of both employer and employee
Promotes employees’ self-respect and security
Establishes lines of communication at times of grievance
Discourages favouratism and victimization
Provides “ventilation therapy” whereby individual stresses and
insecurities are shared
Workers feel more involved which brings about greater motivation
and commitment
Protects the interests of the voiceless weak and shopfloor workers.
Brings about socio – economic integration between employer and
employees
Has generally proved to be the most amicable way to resolve
differences between employer and employee
Promotes peace and harmony at work
Improves organization productivity
Collective bargaining (CB) has the following disadvantages:
Not every employee’s interests are represented
Wage rises achieved through CB may push up prices and thus
militating against the interest of the consumer
Management may be weakened as they may be under pressure
owing to challenge posed by trade union or other employer
representative body
Face-to-face confrontation may create a recipe for heightened
conflict and eventual industrial dispute such as strike
Management may use its powerful position (as controller of
resources and means of production) to veto agreement arrived at
through CB.
(e) Possible causes of an industrial strike are usually cumulative and include
the following:
Ignorance of, and insensitivity to, employees concerns by
management whether genuine or feigned
Socio – technical issues whereby management is obsessed with
organization needs at the expense of employee needs
Treating employees with disrespect as if they were ignorant or
children
Unfair and discriminatory reward system
Poor terms and conditions of employment that are insensitive
to the changing needs of employees
11. 10
Ineffective discipline and grievance management
Test of strength whereby trade unions want to justify
membership fees through a strike on the pretext of improving
terms and conditions of employment.
)
6. (a) Training Needs Assessment (TNA) can be justified by the following
benefits:
Selection of Right Trainees
TNA derives training gaps for prospective trainees. Successful
training is expected to close this gap. Only those people with
training gaps will be earmarked for particular training.
Relevant Training
The training gaps derived through TNA will facilitate the design
of relevant subjects (course content) in order to close the gap.
Selection of Qualified Resource Persons
The training gaps created through TNA will form an important
criterion for identifying qualified resource persons for a particular
training programme.
Evaluation of Training Programme
It is possible to establish the extent to which the objective of
particular training has been accomplished by observing whether
the training gap has been closed or not.
Design of Training Budget
TNA can reveal what resources will be required to implement the
training and how much it is likely to cost.
Teaching Methodology
Knowledge of training gap will enable the trainers to identify
appropriate training methodology.
Facilitates planning for Training
Knowledge of the range of deficient knowledge, skills, abilities
and attitudes will enable training planners to decide how long the
training should take.
(b) Employee training can be justified by the following benefits:
Staff Motivation
Training creates employee confidence to perform tasks better,
improves esteem as well as opportunities for career progression.
Functional Flexibility
Training can equip employees with multi-skills to allow them
to undertake a range of tasks and thus saving time and money.
12. 11
Adoption of new technology
Training can equip employees with the necessary knowledge and
skills in order to operate new technology.
Adaptation to change
Training can allow employees to adapt to changes in customer
demands and expectations.
Improved Customer Service
Training equips employees with the necessary knowledge, skills
and attitudes with which to deliver timely and quality customer
service.
Cost-effectiveness
When employees are trained they reduce errors and industrial
accidents and related costs.
Easy Attraction and Retention of Staff
Employees prefer to work and remain with organizations which
can train and develop them.
Employability
Training facilitates the re-deployment of employees from one
section to another in times of involuntary redundancy.
Employability also allows employees to get another job
elsewhere when the current job comes to an end.
Improves Performance
Performance = M X A were M and A represent Motivation and
Ability respectively.
Training can increase employee ability and by extension, it can
increase performance.
(c) Employees can learn informally in the following ways:
Observation and Imitation
Employees can learn from their personal models and mentors
by observation and imitation.
Experiential Learning
Employees can learn through trial and error by doing and re-
doing the job on their own.
Sitting – Next – To - Nellie
Employees learn through the guidance of more experienced
employee.
13. 12
Challenging Jobs
Jobs that pose mental and physical challenge encourage
employees to search better ways to do the jobs better.
Job Rotation
It exposes employees to new job demands and experiences and
thus opening new learning opportunities by themselves.
Creation of autonomous Work Groups
These groups allow employee involvement and participation and
hence autonomy to initiate things and learn new things in the
process.
Delegation
Enriches the employee’s jobs, creates more challenge and learning
opportunities.
7. (a) (i) Product Life Cycle (PLC) has the following advantages:
As a planning tool it can assist managers to forecast what
products will be required in a product market in what
quantities and at what stages of the PLC.
As a budgetary tool it can assist managers to design the
expenditure as well as the revenue budgets of an
organization.
It can assist managers to establish competitive price
structure for different products at different stages of the
PLC in order to remain in business.
It can assist managers to design the overall marketing
strategy of an organization.
It is a tool for monitoring and evaluating the performance
of different products so that decisions can be made as to
which products should be maintained or withdrawn from
the product market.
(ii) PLC has the following disadvantages:
Attempts to match empirical sales data to PLC curves have
proved difficult.
The PLC curve depends upon the management of the
product over time, it is not independent.
It is not equally valid for different products.
14. 13
Its stages are difficult to define in practice as they tend to
overlap.
Experience has shown that where PLC has been used as a
planning tool market opportunities have been lost.
(b) The components of promotion mix are as follows:
Advertising
This is the process of communicating persuasive information about
a product to target markets by means of the written and spoken
words as well as virtual material.
It aims to improve the sales volume and revenue products.
Personal Selling
Is the face-to-face meeting between the buyer and the seller or the
sales representative. The sales representative takes advantage of
this interface to communicate the benefits of various products to
persuade customers to buy or place orders.
Sales Promotion
Is a form of indirect advertising designed to stimulate sales by the
use of incentives such as free samples, temporary price reductions
special discounts etc.
Publicity
Refers to news about the organization or its products reported in
the press or other media without charge to the organization for
instance, press release.
(c) Factors that a sales representative should take into account in order to
choose the most appropriate product distribution channels are as
follows:
Distance between the point of production and the point of sale.
The type of product – i.e. whether perishable or not, industrial or
consumer.
The cost of the available channels of distribution.
Urgency
The time the product is expected to get to the customer from the
time an order was placed.
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Custom
The channels that have proved efficient and effective in the past
may be the first choice in the future.
8. (a) Work teams are critical to organizational success because of the
following factors:
Staff Motivation
Team spirit creates a supportive and conducive environment for
employees.
Facilitation of Corporate Change
It’s easier to introduce change through a work team than individuals.
Once a team’s norm is change – orientation it becomes difficult for
individuals to disagree.
Strategic Thinking
Managers can delegate less important tasks to team members and
save time and energy to concentrate on strategic issues.
Skills Diversity
Work teams provide a pool of diverse skills from members of
various talents and endowments, experience and training
background.
Flexibility
Skills diversity is a source of multi-skills and functional flexibility
and thus permitting teams to be adaptive and responsive to
contextual changes.
Synergy
Teams can be a source of positive multiplier effect whereby the
whole is bigger than the sum of its parts i.e. 2 + 2 = 5.
Continuous Learning and Improvement
Team members have been an opportunity to continually exchange
ideas and seek new ways of approaching things.
Improved Performance
All the factors mentioned above in cage 8(a) boil down to improved
organization performance.
(b) The characteristics of effective work teams are as follows:
Clear Goals
They ensure unity of direction, common understanding and
individual commitment to the goals of an organization.
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Mutual Trust
When team leader trusts members and vice versa and when team
members trust each other teams are cohesive as suspicions and
mistrust are mitigated or eliminated. Mutual trust also encourages
team members to believe in each other’s integrity, competence and
conduct.
Relevant Skills
To be successful teams should have all the necessary skills so that
they can respond to and satisfy customer demands and expectations.
Effective Leadership
Team leader should possess indispensable skills such as
negotiation, communication, conflict resolution skills, etc should
be visionary and be able to mobilize different efforts of members
towards the shared vision.
Corporate Culture
Work teams develop and grow in organizations that espouse team
working rather than individualism.
Unquestioned Commitment and Dedication of Team Members
Successful work teams are made up of the members who are
dedicated, committed and patriotic towards the cause of the team.
Availability of Resources
To be successful work teams should be supplied with adequate
resources and infrastructure including training reward system,
performance appraisal financial resources and so forth.
(c) Team working, notwithstanding its potential benefits, poses a number
of challenges to organizations as follows:
Groupthink whereby group decisions eclipses individual decision even
when the latter is better than the former.
Soldering
Work teams allow some members to deliberately underperform as
there is no individual performance appraisal.
Log rolling/conflicts due to office politics which teams intensify.
Delaying decisions due to the need to reach consensus.
May encourage inter-group conflict.
When powerful and not supportive of team goals teams can
frequently veto organizational programmes and goals.
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