Technology and work design in Organizational Relation, Technology and work design in Organizational behavior, Technology and work design in Organizational Relation, Technology and work design in Organizational behavior,
Organizational Structure
How job tasks are formally divided, grouped, and coordinated.
Key Elements:
Work specialization
Departmentalization
Chain of command
Span of control
Centralization and decentralization
Formalization
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nomanaleemft@gmail.com
00923084089243
Defining Organizational Structure
Discuss the traditional and contemporary view of work specialization.
Describe each of the five forms of departmentalization.
Explain cross-functional teams.
Differentiate chain of command, authority, responsibility, and unity of command.
Discuss the traditional and contemporary views of chain of command.
Discuss the traditional and contemporary views of span of control.
In this slide we will learn that how to Structure and Design an organization and after understanding this you will be able to design and structure the organization.
Organizational Structure
How job tasks are formally divided, grouped, and coordinated.
Key Elements:
Work specialization
Departmentalization
Chain of command
Span of control
Centralization and decentralization
Formalization
Contact:
nomanaleemft@gmail.com
00923084089243
Defining Organizational Structure
Discuss the traditional and contemporary view of work specialization.
Describe each of the five forms of departmentalization.
Explain cross-functional teams.
Differentiate chain of command, authority, responsibility, and unity of command.
Discuss the traditional and contemporary views of chain of command.
Discuss the traditional and contemporary views of span of control.
In this slide we will learn that how to Structure and Design an organization and after understanding this you will be able to design and structure the organization.
A presentation which discusses the basics of organizational structure. Created as a teaching resource for Organizational Behaviour unit of Pearson HND Business Management Program.
A presentation which discusses the basics of organizational structure. Created as a teaching resource for Organizational Behaviour unit of Pearson HND Business Management Program.
Job analysis is the process that identifies tasks, duties, responsibilities, required qualifications, skill and knowledge etc. ... Job design mainly focuses on work division and effective performance of tasks and job completion whereas Job analysis is about effective and appropriate selection of candidates
Stephen "Steve" Muzzy Memphis Schools Presentationsteve muzzy
A presentation from Steve Muzzy, Brevard Schools, to Memphis Public Schools Principals and Leadership Professional Development Event. Steve was privileged to be joined by Dr. Terry Holliday who is now the great Commissioner of Education in the state of Kentucky
History of how the traditional software development evolved, how Agile development differes, how can we design self-organizing teams, and a model for facilitative leadership
This presentation holds 15 Productivity improvement techniques required for effective management of employees and the organization as such, holds few slides for individual productivity improvement too for personal productivity. this ppt is prepared for Project planning and Implementation subject.
This slideshow is about the topic of Total Quality Management. It is not an individual work of mine. This is a co-work of myself & Sandun Ulpathakumburu, who is a colleague of mine.
(BPR) is basically rethinking and radically redesigning an organization's existing resources to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed.
Innovation is a key element for companies in providing growth and for increasing results. Innovation means a new way of doing business; it may refer to incremental, radical and/or revolutionary changes in extracting value for a business through a fundamental change in approach to a market, a technology, or a process. A company that overlooks new and better ways of doing business will eventually lose customers to another competitor that has found a better way.
However innovations as any other aspect of a business require an investment and investment is about the future. Sometimes you invest in a future that plays by the same rules as today. Other investment is about a new future that plays by new rules. If you make investment decisions on an extrapolated new future based on the today’s rules then you can make costly mistakes.
Investment decisions can require complex analyses. To make them easier, managers often use tools to help with the financial analysis. The problem with these tools is that they often value innovation and non innovation in the same terms. They encourage managers to make unfair demands on returns on investment for internal innovation projects.
We believe that creativity is a process not an accident (“chance prefers the prepared mind”), although it’s often tempting to believe that individuals are creative or non-creative. Creative people also love to play around with the ideas that they collect. For them everything is connected – part of an overall pattern. Old ideas are moved around, combined, squeezed, and stretched to make new ideas.
Innovation within businesses is achieved in many ways. One way involves the use of creativity techniques. These are methods that encourage original thoughts and divergent thinking (e. g. brainstorming, morphological analysis, TRIZ). New ideas that have been generated by the use of creativity techniques have to be structured and evaluated. In order to complete the innovation process the selected promising ideas have to be deployed into practice.
For this reason we have developed a structured methodology that supports the ongoing evaluation of innovations throughout the prioritization, piloting, and deployment lifecycle We make use of process performance analyses as an input to three levels of statistical thinking that support the innovation process from identified needs to pilot results.
The first step is collect together old ideas – as well as existing facts. You need to know as much about the world in general and get a solid, deep working knowledge of the business situation that underlies the need for a new idea. This may seem daunting or unnecessary, but facts are the raw material for innovation. And because of changes to markets, competition, regulation, and technologies, “old ideas” previously dismissed may, perhaps after further adaptation, take on renewed promise.
It is important to approach innovation and its evaluation through a broad appreciation for causality: al
Introduction to Quality Circles, Total Quality Management (TQM), objectives, structure, process, techniques, tools, facts and myths on quality circles.
Similar to Technology and work design in Organizational Relation (20)
Conflict is the outcome of behavioral interactions.
It consists of all kids of opposition or interactions.
It is interpersonal process.
It mainly arise from disagreements over goals or the methods to attain those goals.
Poor communication and personality differences also cause conflict.
Leaders spend about 20% of their time dealing with conflict.
Tutsmaster.org
Training methods in human resource managmentSatya P. Joshi
A large variety of methods of training are used in business.
Even within one organization different methods are used for training different people.
All the methods are divided into two classifications for:
On-the-job Training Methods
Off-the-Job Training Methods
For more visit tutsmaster.org
Selection tests in human resource managementSatya P. Joshi
Individuals differ in many respects including job-related abilities and skills.
In order to select a right person for the job, their abilities and skills need to be equally measured. That is done through selection tests.
A selection test is a device that uncovers the information about the candidate, which are not known through application blank.
They can measure certain abilities, aptitudes and skills that provide objective information how well the applicant can be expected to perform the job.
For more visit Tutsmaster.org
Interview and it’s types - human resource managmenetSatya P. Joshi
Basically an interview is a conversation between two people(the interviewer and the interviewee) where questions are asked by the interviewer to obtain information from interviewee.
Motivation, achievement theory, goal setting theorySatya P. Joshi
Motivation is derived from the Latin word MOVERE, which means “to move”.
Motivation is an inner state of our mind that activates, directs and sustain our behavior.
It is energetic force that derives people to behave in particular ways.
It is always internal to us and is externalized through behavior.
Motivation can be defined as the forces within the person that affect his or her direction, intensity, and persistence of voluntary behavior.
For more visit tutsmaster.org
Characteristics, objectives & challenges of human resource managerSatya P. Joshi
Organizations are human associations. Managing people is an important aspect of managing an organization.
Organization needs people and people needs organization. It is a people who staff, direct, control organization.
Human resource management is concerned with the people dimensions in organization. It Is an essential function of management.
For more visit www.tutsmaster.org
Human resource planning is the starting point of Human Resource Management. It is the essential part of acquisition function of HRM.
Human resource planning is the process of predetermining future human resource needs and choosing courses of actions needed to satisfy those needs.
It involves estimating the size and composition of future work force to ensure survival and growth of an organization it determines the specific number of jobs to be filled.
For more information visit www.tutsmaster.org
A subquery, also known as a nested query or subselect, is a SELECT query embedded within the WHERE or HAVING clause of another SQL query. The data returned by the subquery is used by the outer statement in the same way a literal value would be used. ... A subquery must return only one column.
For more information visit https://tutsmaster.org/
Techniques of achieving google quality of serviceSatya P. Joshi
Techniques of achieving google quality of service in multimedia and communication, Techniques of achieving google quality of service, Techniques of achieving google quality of service,
Overview of digital communication in HSN and MultimediaSatya P. Joshi
Overview of digital communication in hsn, digital communication in multimedia and application, Overview of digital communication in high speeed networking, Overview of digital communication in hsn
Introduction to human resource management. human resource management,what is human resource management, Introduction to human resource management, how is important.
Security and control in Management Information SystemSatya P. Joshi
Security and control in Management Information System, software security, Security and control in Management Information System, malware, vulnerability, Security and control in Management Information System
Remote procedure call on client server computingSatya P. Joshi
Remote procedure call on client server computing, what is Remote procedure call on client server computing, Remote procedure call on java, Remote procedure call on client server computing
Performance tuning and optimization on client serverSatya P. Joshi
Performance tuning and optimization on client server, client server performance tuning and optimization techniques, Performance tuning and optimization on client server, Performance tuning and optimization on client server
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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2. CONCEPT
• Technology is the process of transferring inputs into outputs.
• It consist of knowledge, skills, equipment, process, methods, and
systems.
• It substitutes machines for human labor.
• It can be routine or non-routine, simple or sophisticated and high-tech
or low-tech depending on work design.
Hierarchy
4. WORK DESIGN
• Work design is defining and structuring jobs. It specifics content of job
and methods of doing the job.
• Job specialization: It is specializing employees in specific
• Job simplification: It is breaking down the job in smaller parts or
simplification.
• Job rotation: It is systematic movement of employees from one job to
another.
• Job enlargement: It is giving employees more similar tasks to perform.
• Job enrichment: It is giving employees more control for task
performance.
• Autonomous teams: They are self-directed teams of employees to
achieve specific goals.
5. THEORIES OF WORK DESIGN
• Job character theory
• Social information processing theory
6. JOB CHARACTERISTICS THEORY
• Developed by Hackman and Oldam.
• It states critical psychological states determine the impact of job
characteristics on employees response to the task.
• Experienced Meaningfulness of the work: The degree to which employee
experience the job as meaningful, valuable and worthwhile.
• Experienced Responsibility for work outcomes: The degree to which
employee personally feels accountable and responsible for the result.
• Knowledge of results: The degree to which employees understand how
effectively they are performing the job.
7. CRITICAL PSYCHOLOGICAL STATES
• Skill variety: User of different skills
• Task identity: Doing the whole piece of work
• Task significance: Work should be meaningful and worthwhile doing. It
should affect the lives or work of other people.
• Autonomy: Freedom and independence to schedule the work.
• Feedback: Information about effectiveness of performance.
8. OPERATION OF JOB CHARACTERISTICS
• Job characteristics, operating through high level critical psychological
states, positively affect work outcomes through.
• High motivation
• High quality performance
• High job satisfaction
• Low absenteeism and turnover
9. SOCIAL INFORMATION PROCESSING
THEORY
• This theory states that social information in the workplace influences
how employees perceive and react to job characteristics.
• Employees adopt attitudes and behaviors in response to the social cues
provided by others with whole they have contact.
• They can be co-workers, supervisors, friends, family members.
• Social information and job characteristics reinforce each other.
• Positive social information and well-designed job produce positive
reactions.
• Negative information and poorly designed job produce negative
reactions.
10. TECHNOLOGY AND WORK DESIGN
• Technology affects work design.
• It is changing the workplace and the work lives of employees.
• Recent advances in technology that affect work design are:
• Team and continuous improvement process
• Reengineering work processes
• Flexible manufacturing system
• Worker obsolescence
Technolog
y
11. TEAM AND CONTINUOUS
IMPROVEMENT PROCESS
• Technology is used for continuous improvement of all organizational
process.
• Variations in quality are eliminated. The philosophy of TQL is adopted.
• Total Quality Management (TQM) is a comprehensive and structured
approach to organizational management that seeks to improve
the quality of products and services through ongoing refinements in
response to continuous feedback.
• It advocates continuous improvement of product quality through
everyone’s commitment and involvement to satisfy customer needs.
• This results in lower costs and higher quality.
13. TQM – CONTINUOUS IMPROVEMENT
PROCESS REQUIREMENT
• New Technology : based on digitalization.
• Commitment: Top management commitment.
• Employee involvement: For quality improvement it is must.
• Team effort: Empowered teams are used for improvement.
• Production methods: Flexible production processes and methods are
used.
• Customer-orientation: Customer satisfaction is emphasized.
• Control: Statistical quality control tools are used.
14. TOOLS FOR CONTINUOUS
IMPROVEMENT PROCESS
• Zero-defect: Right first time concept is used. Quality is designed into
production process.
• Quality circle: They are formal work groups meeting periodically to find
ways to improve quality and solve performance problems.
• Just-in-time: Inventories are received just in time to be used by
production.
• Quality control: Statistical tools are used for quality control
• Quality assurance: Consistency in conforming of standards is assured.
• Training: Employees are continuously trained in quality matter.
15. REENGINEERING WORK PROCESSES
• Reengineering refers to a radical redesign of work processes to achieve
major gains in cost, service and time.
• It is a procedure in which work activities are radically changed and
redefined.
• It asks the question- How things would be done if start is made from the
scratch.
• It is maintained by top management.
16. KEY ELEMENTS
• Identify distinctive competencies: They are well-performed activities
compared to competitors. Competitive advantages are,
• Higher quality products, Superior technical support, Knowledgeable
employees, Efficient distributing system.
• Assess core processes: Processes transforms resources inputs into
products that customers value. It determines the degree of value added
by each process to distinctive competencies.
• Horizontal reorganization: Reorganization is done around horizontal
process. Cross function and self managed teams are used to focus
processes. Levels of management are reduced.
17. FLEXIBLE MANUFACTURING SYSTEM
• Flexible manufacturing system is based on flexible technology.
• Integrates (CAD), engineering and manufacturing.
• Produces low volume products at low costs.
• Flexible manufacturing system relies on computer programs, they
facilitate customized products.
• Mass production products only standardized products.
18. REQUIREMENTS FOR FLEXIBLE
MANUFACTURING SYSTEMS
• CAD: computer are changed to produce customized products. Machine
remain the same.
• Employees: new breed of employees are needed. They have more
training and higher skills.
• Organic structure: Employees are organized into work teams. They have
decision making authority.
19. WORKER OBSOLESCENCE
• New technologies require new skills in employees.
• Computers, reengineering, TQM and flexible manufacturing systems are changing
the skills need of employees.
• i.e Repetitive tasks are being automated.
• Jobs are being upgraded.
• Jobs are being reengineered for higher productivity.
• Jobs require computer literacy, interpersonal skills and team work.
• Computer software is changing the job of professionals.
• Channing technology makes the skills of employs obsolete. Their skills become
inadequate for new jobs.