what steps should be taken to revise and implement an improved organiz.docx
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what steps should be taken to revise and implement an improved organizational struture and quality management system? Solution Organizations constantly encounter forces driving them to change. Because change means doing something new and unknown, the natural reaction is to resist it. Extension programme managers must overcome this resistance and adopt innovative and efficient management techniques to remain high performers. They must improve their personal, team, and cultural management skills if they hope to adapt themselves to a changing world. Overwhelmingly, current management wisdom touts the goal of getting decisions made as low down in the organization as possible. The basic idea is that since people closest to the work are likely to know the most about solving problems in their areas, they should be involved in the decisions concerning those areas. An added benefit is that they are more motivated if they have some control over their work and over their own destinies. There is still considerable discussion as to whether management is an art or a science, a philosophy or a skill. No one sustainable model can holistically encompass all management situations and environments. Management can be defined as the rational assessment of a situation and the systematic selection of goals and purposes; the systematic development of strategies to achieve these goals; the marshalling of the required resources, the rational design, organization, direction, and control of the activities required to attain the selected procedures (McNeil & Clemmer, 1988). Managers typically engage in a large number of discrete activities each day, and the average number of activities appears to increase at lower levels of management. The activities, however, are usually very brief in duration To carry out their responsibilities, managers need to obtain recent, relevant information that exists in books, journals, and people\'s heads who are widely scattered within and outside the organization. They have to make decisions based on information that is both overwhelming and incomplete. In addition, managers need to get cooperation from subordinates, peers, superiors, and people over whom they may have no formal authority. Factors that affect managers include level of management, size of the organizational unit, function of the unit, lateral interdependence, crisis conditions, and stage in the organizational life cycle. Despite all these demands and constraints, managers do have some alternatives. They have a choice in what aspects of the job to emphasize and how to allocate their time. Generally managers are engaged in four types of activities: 1) building and maintaining relationships, (2) getting and giving information, (3) influencing people, and (4) decision making. .
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Managers are affected by the organizational environment, and help to.pdf
Managers are affected by the organizational environment, and help to create it. Their role is
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Solution
Managing people effectively in extension programmes is a skill that requires constant planning
and development. An extension programme manager can be defined as the person who is vested
with formal authority over an organization or one of its sub units. He or she has status that leads
to various interpersonal relations, and from this comes access to information. Information, in
turn, enables the manager to devise strategies, make decisions, and implement action (Mintzberg,
1988). Management is concerned with the optimum attainment of organizational goals and
objectives with and through other people. Extension management organizations are characterized
by many strategies, wide spans of control, democracy, and autonomy. Their management
practices cannot be reduced to one standard set of operating guidelines that will work for all
organizations continually. However, all managers of professional organizations face the same
challenge: to manage one\'s time, objectives, and resources in order to accomplish tasks and
implement ideas (Waldron, 1994).
Managers of extension programmes are painfully aware of the need for revision and
development of the new skill sets held by today\'s high performers. If change is not handled
correctly, it can be more devastating then ever before. High performers reflect, discover, assess,
and act. They know that a new focus on connecting the heads, hearts, and hands of people in
their organization is necessary. Astute managers know what needs to be done but struggle with
how to do it. Quite often they prefer to consider themselves as teachers or communicators rather
than managers. This results in under-utilization of the increasing amount of literature on
management theory and practice. The root of the problem is implementation. They must learn
how to motivate others and build an efficient team.
More formally defined, management is the process by which people, technology, job tasks, and
other resources are combined and coordinated so as to effectively achieve organizational
objectives. A process or function is a group of related activities contributing to a larger action.
Management functions are based on a common philosophy and approach. They centre around the
following:
1. Developing and clarifying mission, policies, and objectives of the agency or organization
2. Establishing formal and informal organizational structures as a means of delegating authority
and sharing responsibilities
3. Setting priorities and reviewing and revising objectives in terms of changing demands
4. Maintaining effective communications within the working group, with other groups, and with
the larger community
5. Selecting, motivating, training, and appraising staff
6. Securing funds and managing budgets; evaluating accomplishments and
7. Being accountable to staff, the larger .
Essentials of management
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals effectively and efficiently. The document outlines the traditional management functions and describes the types of managers (strategic, tactical, operational), skills required of managers (technical, interpersonal, conceptual), and levels of management (first-line, middle, top). Good managers focus on both effectiveness, doing the right things, and efficiency, doing things right, to accomplish organizational objectives with minimum waste of resources.
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Middle managers work in the middle levels of organizations and are responsible for departments and business units. They implement strategies defined by top managers and focus on near-term goals rather than long-range planning. Examples include department heads and directors. Middle managers' roles have changed as organizations flatten hierarchies to speed information flow and decision-making.
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Management has many experts (both by reputation and by self-proclamation) who have published books on the subject (see references and resources at the end of the chapter). The common thread is the need to guide an organization toward its goals. A related common element of a manager’s job is providing guidance and sufficient resources for employees to be productive. Other important aspects of managing that have emerged more recently include applying systems thinking, continuously improving the quality of services and programs, and providing excellent customer service. These are discussed in greater detail later in this chapter.
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Managers are affected by the organizational environment, and help to.pdf
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instrumental in a successful organizational culture. In this week
Solution
Managing people effectively in extension programmes is a skill that requires constant planning
and development. An extension programme manager can be defined as the person who is vested
with formal authority over an organization or one of its sub units. He or she has status that leads
to various interpersonal relations, and from this comes access to information. Information, in
turn, enables the manager to devise strategies, make decisions, and implement action (Mintzberg,
1988). Management is concerned with the optimum attainment of organizational goals and
objectives with and through other people. Extension management organizations are characterized
by many strategies, wide spans of control, democracy, and autonomy. Their management
practices cannot be reduced to one standard set of operating guidelines that will work for all
organizations continually. However, all managers of professional organizations face the same
challenge: to manage one\'s time, objectives, and resources in order to accomplish tasks and
implement ideas (Waldron, 1994).
Managers of extension programmes are painfully aware of the need for revision and
development of the new skill sets held by today\'s high performers. If change is not handled
correctly, it can be more devastating then ever before. High performers reflect, discover, assess,
and act. They know that a new focus on connecting the heads, hearts, and hands of people in
their organization is necessary. Astute managers know what needs to be done but struggle with
how to do it. Quite often they prefer to consider themselves as teachers or communicators rather
than managers. This results in under-utilization of the increasing amount of literature on
management theory and practice. The root of the problem is implementation. They must learn
how to motivate others and build an efficient team.
More formally defined, management is the process by which people, technology, job tasks, and
other resources are combined and coordinated so as to effectively achieve organizational
objectives. A process or function is a group of related activities contributing to a larger action.
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following:
1. Developing and clarifying mission, policies, and objectives of the agency or organization
2. Establishing formal and informal organizational structures as a means of delegating authority
and sharing responsibilities
3. Setting priorities and reviewing and revising objectives in terms of changing demands
4. Maintaining effective communications within the working group, with other groups, and with
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Management involves planning, organizing, leading, and controlling organizational resources to achieve goals effectively and efficiently. The document outlines the traditional management functions and describes the types of managers (strategic, tactical, operational), skills required of managers (technical, interpersonal, conceptual), and levels of management (first-line, middle, top). Good managers focus on both effectiveness, doing the right things, and efficiency, doing things right, to accomplish organizational objectives with minimum waste of resources.
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Based upon the assigned reading for
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2010
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). Traditionally, the primary activities (also referred to as functions) of managers have been categorized as planning, organizing, leading or motivating, and controlling (Schermerhorn
2009
). In this book, we use the term
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to encompass the motivational and leadership activities emphasized in health organizations. We also add the activity
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to each of the four functions to emphasize the foundational importance of continuous quality improvement in all management activities. The chapters of this book are grouped around the four management functions of:
planning for improvement, organizing for improvement, facilitating improvement
, and
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Running head: M4_ A2: APPLYING OB THEORIES 1
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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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Ghocse the correct answer below. A. No, because the probabafy of burvival and the probabity of survival given a first class passenger are not the same. B. No, because the probabilify of survival and the probobility of survival given a first class passenger are the same. C. Yes, because the prebsebily of survival and the probabilty of survival glven a first class passonger are not the same D. Yet, because the probablity of survival and the probabi ty of survival gieen a frst clase pasbenger are the tame. and mises the tain? The probabily is proand to thee decmal places an Deedod.)
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Given Data:
MAGLIOCHETTI MOVING CORP.
Statement of Earnings Statement of Financial Position
For the Period Ended December 31, 2020
At December 31, 2020
Transportation revenue$90,000 Assets
Expenses:
Cash $2,000
Salaries expense15,000 Receivables 3,000
Maintenance expense14,000 Inventory of maintenance supplies 5,000
Other expenses20,000 Equipment 45,000
Total expenses$49,000 Prepaid expenses 5,000
Net earnings$41,000 Other assets 25,000
Total assets $85,000
Liabilities
Accounts payable $9,000
Shareholders' Equity
Contributed capital (10,000 shares outstanding) 35,000
Retained earnings 41,000
Total liabilities and shareholders' equity $85,000
Additional information:
Number of shares
10,000 (a)Maintenance supplies on hand, December 31, 2020
$3,000 (b)Prepaid insurance at December 31, 2020
$2,500
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MGT 500 - Final Exam - FA 14 (1)
1) The document discusses organizational culture and its relationship to management functions like planning, organizing, controlling and leading. It uses Whole Foods as a case study, analyzing how the company's mission and values shape its culture.
2) Control mechanisms like social norms and shared values can be used to influence employee behaviors and organizational performance. Whole Foods emphasizes team member happiness and excellence as a core value.
3) Effective human resource management is important for acquiring competent employees and reflecting well on management decisions. Filling positions with the right people directly impacts how well an organization is controlled.
Management Notes
- Management involves planning, organizing, staffing, leading, and controlling an organization to accomplish goals efficiently and effectively.
- There are typically three levels of management in most organizations: top-level managers who set strategy and policy; middle managers who execute plans and communicate between levels; and first-level managers who directly supervise employees and their daily tasks.
- Each level of management performs different functions to ensure the organization operates smoothly and works towards its objectives.
MPA 207 Planning Process Revised
This document discusses various planning models and processes. It describes Hudson's typology of 5 planning models: synoptic, incremental, transactive, advocacy, and radical. It also discusses Wilson's addition of mixed scanning, learning adaptive, and general systems models. Adams further grouped these typologies. The document contrasts the technicist, political, and consensual planning models and provides an example table comparing their processes, structures, and technologies. It defines endogenous and exogenous variables and discusses the NEDA development planning model which outlines policies, strategies, implementation, monitoring, and evaluation steps.
Leadership and change
This document discusses leadership approaches and models for leading organizational change. It covers transformational leadership, charismatic leadership, and rational and emotional approaches to change. Some key points made include:
- Transformational leaders motivate followers through an inspiring vision and consideration of individuals' needs, while transactional leaders use rewards and punishments.
- Charismatic leadership depends more on followers' perceptions of the leader than the leader's actual traits. Situational factors like crises can influence whether a leader is seen as charismatic.
- The rational approach to change emphasizes planning while the emotional approach leverages relationships and crises to drive change. Both can work but the best approach depends on the situation and leader's skills.
Organization
The document discusses key characteristics of traditional versus new organizations. Traditional organizations tend to be stable, inflexible, job-focused with permanent positions, while new organizations are flexible, skills-focused with temporary jobs. It also summarizes factors that influence organizational design, including strategy, size, technology, and environmental uncertainty. Organizational design can range from organic to mechanistic depending on these contingency variables.
Management 1 - 4
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.
Operations management 2 nd sem mba @ bec doms
This document discusses production and operations management over 6 units. It introduces production and operations functions, the relationship between production and other functions, and the effect of time on operations management. It discusses the history of the field and contributors like Taylor who brought scientific management. It outlines the functions of production and operations management which include planning, organizing, staffing, directing, and controlling. It also describes the relationship between operations management and other functions like finance, marketing, R&D, and maintenance.
Running head M4_ A2 APPLYING OB THEORIES1APPLYING OB THEORIES.docx
Running head: M4_ A2: APPLYING OB THEORIES 1
APPLYING OB THEORIES 4
Sahar N. Aly
B7401 Organizational Behavior
Argosy University, Washington DC
Dr. James Glenn
April, 2015
The paper will discuss an organizational change in management in order to resolve the problem within the organization. The first part of the paper will address different strategies used to maintain successful change and the second part will address how to overcome the resistance of change to achieve the new goals for the benefits of the organization.
Problems exist when something unexpected happens and for any organization to function effectively these problems must be resolved. Leaders and supervisors must identify the current situations and try to find out where the problem exists. McNamara (2010) states “Significant organizational change occurs, for example, when an organization changes its overall strategy for success, adds or removes a major section or practice, and/or wants to change the very nature by which it operates. It also occurs when an organization evolves through various life cycles, just like people must successfully evolve through life cycles”. It is the leaders’ role to facilitate changes since it is not an easy process, and be able to assist in the organization’s adoption of opportunities and threats.
Case study: International Cargo Carrier Co. (IACC).
The company is one of the cargo companies in Egypt. Their primary activity is concentrated in Suez and Alexandria ports. It provides shipping services to North America and southern Asia. The company lately was struggling and suffered the worst year in its history due to losses in income and layoffs. The company needed to gain back its image among the cargo business thus change in management, and a transformation was applied. The company today became successful and gained back its position as one of the well-known cargo carrier companies in Egypt.
The organizational change was successful because their mission was accomplished. Making sure that packages were delivered on time, improving the information system in order to speed up the orders process, establishing good customer relationships, monitoring shipping orders and loading and unloading of trucks. Different strategies were used to maintain this success and are addressed as follows:
• The company’s awareness for urgent change and the recognition of the threats allowed them to make others in the company aware of the need for change. The company was scanning the internal and external environment to identify competitive situations, profits and losses, updated technology, and market trends which was an asset for leaders to communicate with their subordinates.
• A new strategy was developed to formulate a vision for the change and applying different strategies to reach new goals and make the change happen. McNamara (2010) states “It is important to know the reason for change, plan for new goals, needs to reach these goals and how to estab.
Chapter 2
The document discusses various perspectives on the definition and nature of management. It provides definitions from different scholars that view management as an activity, process, or set of functions aimed at achieving organizational goals through coordinated human effort. The key functions of management are identified as planning, organizing, motivating, controlling, coordinating, and decision making. Management involves utilizing resources and applying concepts and techniques to achieve goals in a way that encourages growth. While management has aspects of both an art and a science, it requires both technical knowledge and skills in implementation.
Principles of management
all basic concept of management. what is organization? what are organizational resources and how to manage them? what is management? how it is related to the other disciplines? who is manager?what are levels of managers? functions of managers? management styles and other concepts,
Om notes for mb a
This document provides an overview of an operations management course taught at GITAM University in Bengaluru, India. It covers 5 units: (1) production and operations management, (2) production planning and control, (3) plant location, (4) productivity concepts, and (5) materials management. For each unit, it lists the topics that will be covered at a high level. It also provides background information on production and operations management, including definitions, the history and evolution of the field, and the scope and functions of production and operations management in organizations.
Leadership and change
This document discusses leadership approaches and models for leading organizational change. It covers transformational leadership, charismatic leadership, and Beer's model of organizational change which states that change occurs when dissatisfaction is high enough to motivate action but not so high that people leave the organization. The document also discusses Kotter's 8-step change management process and Lewin's 3-stage change model of unfreezing, changing, and refreezing. Overall, the document provides an overview of different leadership styles and frameworks that can be used to effectively implement organizational change.
Module 3 Managerial Roles and Skills
This document provides an overview of managerial roles and skills. It discusses the challenges managers face, including global competition, quality, productivity, and risk management. An integrative framework is presented that balances internal/external focuses and efficiency/flexibility. Managerial roles fall under three categories: formal authority, interpersonal relationships, and decision making. Essential skills include technical, human, and conceptual abilities. Managerial knowledge encompasses facts, procedures, and processes. Experience and education are important for developing skills and knowledge.
Buisness management
The document provides an overview of business management concepts including planning, organizing, directing, controlling, and total quality management. It discusses the meaning, nature, and functions of management. It also covers management principles, the management process, administration versus management, and different leadership styles like Theory X and Y. Planning concepts such as types of plans, objectives, the planning process, and management by objectives are explained.
Operations management 2 nd sem mba @ bec doms
This document provides an overview of production and operations management across 6 units. It discusses key concepts like capacity planning, facility planning, process planning, work study, layout design, material requirement planning, inventory control, quality control and total quality management. The introduction defines management as a distinct process of planning, organizing, actuating and controlling to achieve stated objectives using resources. It outlines the main characteristics of understanding management.
Ch - 1 Introduction.pptx
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
1) Encourages Initiative: Management encourages initiative. Initiative means to do the right thing at the right time without being told or influenced by the superior. The employees should be encouraged to make their own plans and also to implement these plans. Initiative gives satisfaction to employees and success to organization.
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.
1647414753523_pharmaceutical.docx
The document discusses the purpose and types of management planning as well as the steps involved in the planning process. It begins by explaining that the purpose of strategic planning is to ensure the organization is doing the right things now and in the future. It then outlines the main types of planning that occur in organizations, including business, financial, operational, organizational, resource, and strategic planning. Finally, it details the eight key steps in the planning process: 1) recognizing the need for action, 2) setting objectives, 3) developing premises, 4) identifying alternatives, 5) examining alternative courses of action, 6) selecting the best alternative, 7) implementing the plan, and 8) follow-up.
Certification study group section 1
The document discusses management functions and decision making. It describes the rational decision making process as involving 6 steps: 1) recognizing and defining the decision situation, 2) identifying alternatives, 3) evaluating alternatives, 4) selecting the best alternative, 5) implementing the decision, and 6) following up and evaluating results. Managers face different decision making conditions such as certainty, risk, and uncertainty. Group decision making has advantages like more information but also disadvantages like longer timeframes and potential for groupthink.
management.pdf
The document defines management and organizations, discusses the features and functions of management at different levels, and explores various management thinkers like Taylor, Fayol, and their contributions. It also covers managerial roles and functions, and the evolution of management thought over time from scientific management to administrative management. Overall, the document provides a comprehensive overview of the basic principles and concepts of management.
Introduction to management and organization
This document defines management and outlines its key levels and functions. It provides definitions of management from Harold Koontz and discusses the three main levels of management - top, middle, and lower. For each level, it describes who makes up that level and their main roles and responsibilities. The document also outlines the main functions of management as planning, organizing, staffing, directing, and controlling. It discusses the roles of managers as interpersonal, informational, and decisional. Finally, it discusses the skills needed by managers, including technical, human, and conceptual skills.
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Running head M4_ A2 APPLYING OB THEORIES1APPLYING OB THEORIES.docx
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For Upcoming Meetups Join Mysore Meetup Group - https://meetups.mulesoft.com/mysore/YouTube:- youtube.com/@mulesoftmysore
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Organizers:-
Shubham Chaurasia - https://www.linkedin.com/in/shubhamchaurasia1/
Giridhar Meka - https://www.linkedin.com/in/giridharmeka
Priya Shaw - https://www.linkedin.com/in/priya-shaw
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- 1. what steps should be taken to revise and implement an improved organizational struture and quality management system? Solution Organizations constantly encounter forces driving them to change. Because change means doing something new and unknown, the natural reaction is to resist it. Extension programme managers must overcome this resistance and adopt innovative and efficient management techniques to remain high performers. They must improve their personal, team, and cultural management skills if they hope to adapt themselves to a changing world. Overwhelmingly, current management wisdom touts the goal of getting decisions made as low down in the organization as possible. The basic idea is that since people closest to the work are likely to know the most about solving problems in their areas, they should be involved in the decisions concerning those areas. An added benefit is that they are more motivated if they have some control over their work and over their own destinies. There is still considerable discussion as to whether management is an art or a science, a philosophy or a skill. No one sustainable model can holistically encompass all management situations and environments. Management can be defined as the rational assessment of a situation and the systematic selection of goals and purposes; the systematic development of strategies to achieve these goals; the marshalling of the required resources, the rational design, organization, direction, and control of the activities required to attain the selected procedures (McNeil & Clemmer, 1988). Managers typically engage in a large number of discrete activities each day, and the average number of activities appears to increase at lower levels of management. The activities, however, are usually very brief in duration To carry out their responsibilities, managers need to obtain recent, relevant information that exists in books, journals, and people's heads who are widely scattered within and outside the organization. They have to make decisions based on information that is both overwhelming and incomplete. In addition, managers need to get cooperation from subordinates, peers, superiors, and people over whom they may have no formal authority. Factors that affect managers include level of management, size of the organizational unit, function of the unit, lateral interdependence, crisis conditions, and stage in the organizational life cycle.
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