...dimensions, development, change and management of culture. 2.1 THEORETICAL BACKGROUND TO THE CONCEPT ORGANISATIONAL CULTURE Social scientists have explored the notion of organisational culture as a perspective in organisational theory over the past decades. Brown (1998, p 2) states that “current interests in organisational culture stems from at least four different sources: climate research, national cultures, human resource management and from conviction approaches which emphasise the rational and structural nature of the organisation to be unable to offer a full explanation of organisational behaviour”. Research findings by means of organisational climate surveys that were conducted in the 1970s suggest that organisational culture seems to be a sophisticated approach to understand the beliefs and attitudes of individual members about their respective organisations (Brown, 1998). The origin of organisational culture from a national culture point of view is based, among others, on the work of Deal and Kennedy (1982). According to this view organisational culture is seen as being central to organisational success rather than factors such as structure, strategy or politics. As a result the attention shifted away from national cultures and focused more on organisational culture. 13 Interests in organisational culture from the human resource management and performance...
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...at the top level of the organisation while decentralisation means dispersal of authority throughout the organisation According to Allen Centralisation is systematic and consistent reservation of authority at central points within an organisation. Decentralisation applies to the systematic delegation of authority in an organisation context. Advantages of Decentralisation * Decentralisation reduces the workload of top executives. * It improves job satisfaction and morale of lower level managers by satisfying their needs for independence, participation and status. * Decision making is quicker. * It facilitates growth and diversification. As each product division is given sufficient autonomy for innovation and creativity. * It gives opportunity to subordinates to exercise their own judgment. They develop managerial skills which will be useful to the organisation in the longer run. * Decentralisation requires wider span of control and fewer levels of organisation. It speeds up communication. * Decentralisation increases the administrative expenses and each division or department has to be sufficient in terms of physical facilities and trained personnel. * As each department or division enjoys substantial autonomy it might lead to co-ordination problems. * There might be lack of uniformity and inconsistent procedures as each department might have the authority to formulate its own policies and procedures. Disadvantages of Decentralisation ...
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... 530 Organisation & Management Assessments & Marking Guides Student ©SBG 2010 Page 1 of 23 530 Organisation & Management PRESCRIPTION: 530 ORGANISATION AND MANAGEMENT This prescription replaces 130 Organisation and Management. CORE PRESCRIPTION Level CREDIT VERSION INTRODUCED AIM 5 20 1 2006 Students will understand the factors that influence management and the organisation and apply a range of factors. Nil PREREQUISITES ASSESSMENT WEIGHTINGS Learning outcomes 1. Students will identify the purpose of organisations and management. 2. Students will understand the importance of the development of management philosophies and their influence on current management practices. 3. Students will demonstrate their understanding of the influence of environments on organisational behaviour, by applying knowledge to a typical situation. 4. Students will understand the importance of ethics and social responsibility within an organisation. 5. Students will understand the elements of problem solving and apply a range of techniques that aid operational decision making. 6. Students will understand the purpose of planning and control and apply processes to a given situation. 7. Students will discuss two organisational structures, evaluate and recommend a structure for a given situation. 8. Students will understand and apply knowledge of leadership, motivation and delegation. 9. Students will understand team dynamics and how teams can influence the organisation. TOTAL...
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...assumptions, believes and norms that unite the members of the organisation. Organisational culture is also referred to as Corporate Culture (Internal Environment). Culture is ‘how things are done around here’. It is what is typical of the organisation, the habits, the prevailing attitudes, the grownup pattern of accepted and expected behaviour (Drennan,1992). 3 Type of cultures /how culture develops Types of organisational culture Charles Handy describes four types of cultures basing his work on the earlier ideas of Harrison. (i) Power culture: This is very political, revolving around a central power source found in small entrepreneurial organisations. Few rules or procedures. Emphasis on results rather than means. Advantages: ‘proud and strong organisations’ and has ability to react well to threats or danger. Disadvantages: Only as good as their leader/s. Have problems with increased organisational size and complexity and with management succession. 4 2 10/17/2014 Type of cultures /how culture develops (ii) Role culture: Bureaucratic with an emphasis on rules and procedures. “The job description is often important than the one who fills it”. Advantages: stability, continuity, uniformity, efficiency, technical expertise, high levels of control and accountability. Disadvantages: inflexibility, lack of innovation, stifling of initiative and inability to deal with crisis or change. 5 Type of cultures /how culture develops...
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...Principles of business End of term examination Grade 10 Paper 2 1 a. define the term organisational structure b. there a basically four forms of organisational structures. List all four c. define any two types of organisational structure listed in 1b above d. differentiate between a formal organisational structure and an informal organisational structure. 2a. many products progress through different stages before they mature and eventually declines. Draw a diagram showing the life cycle of a product. b. define the term ‘market research’ c. explain the importance of market research to a business or organisation. d. list 4 types of market research e. define any one listed above. 3 a. define the term transportation b. explain the importance of transportation to a business c. each method of transport has it advantages and disadvantages thus importer/exporter must consider a number of factors when transporting cargo. List four factors that influence transport method. d. identify three forms of transport. 4a. define the following terms: I. Production II. Consumption III. Budget IV. Consumerism b. list four rights or privileges to which consumer are entitled c. credit unions are part of the saving institutions and with it are benefits attached I. explain what is a credit union ii. list 3 benefits of a credit union d. list 3 measure that are put in place to protect consumers. Principles of business End of term examinations Paper one ...
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...Table of Contents, Bibliography, Figures, Tables, Diagrams and Charts) Number of Pages : Question: Using a case study of an actual company, explain the advantages and disadvantages of different international strategies and organisational structures for large multinational enterprises. In your answer you should discuss the relationship between strategies and structures and the conditions under which particular strategies and structures are more or less appropriate. You must also use models of strategies and structures as discussed during the course and presented in the textbook. One example of a case could be IBM’s transformation towards a more global model, but you can choose any similar case as long as some information on the case is publicly available. “This is to certify that the work I am submitting is my own. All external references and sources are clearly acknowledged and identified within the contents. I am aware of the University of Warwick regulation concerning plagiarism and collusion. No substantial part(s) of the work submitted here has also been submitted by me in other assessments for accredited courses of study, and I acknowledge that if this has been done an appropriate reduction in the mark I might otherwise have received will be made.” Table of Contents 1. Introduction 3 1.1 Essay Structure 3 2. The Firm – Huawei – The “Glocalized” MNE 4 2.1 Early Beginnings 4 2.2 The first steps to Internationalization 5 2.3 Entry into Advanced Markets 5 ...
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...Catalog 1. Introduction 1 2.Identify the purposes of different types of organisation. 2 2.1 Differentiate the types of organizations 2 2.2 Describe the purposes of the organizations separately 3 2.3 Analyze the purpose of The Body Shop 3 2.4 Summary 4 3.Describe the extent to which an organisation meets the objectives of different stakeholders 4 3.1 Analyze the stakeholders' needs in The Body Shop 4 3.2 Describe how managers meet the interests of various stakeholders 5 3.3 Summary 5 4.Explain the responsibilities of an organisation and strategies employed to meet them. 5 4.1 Explain the responsibilities of an organization in theory 5 4.2 Analyze the responsibilities and strategies which are committed by The Body Shop. 6 4.3 Summary 7 5.Explain how market structures determine the pricing and output decisions of businesses 7 5.1 Identify the four types of market structures 8 5.2 Analyze which market structure The Body Shop belongs to 9 5.3 Summary 10 6.Illustrate the way in which market forces shape organizational responses using examples 10 6.1 Identify the five forces and explain how they impact on competition 11 6.2 Illustrate the relationship between market forces and The Body Shop's responses 12 6.3 Summary 12 7.Judge how the business and cultural environments affects organisation 12 7.1Give an understanding of how "business" and "cultural" affects The Body Shop 13 7.2Show why "business" and "cultural" environments...
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...Chapter 1: business organisation Organisation: * Social arrangements: have structure which enables people to work together towards the common goals. Larger organisation have formal structure, small organisations divide up the responsibilities between the concerned people. * Controlled performance: have systems and procedures to ensure that goals are achieved. * Collective goals: school main goal is to educate pupils while company goal is to make profits. “Organisations are social arrangements for controlled performance of collective goals”. (Buchanan and Huczynski) Need of the organisation: Organisation enables people to: * Share skills and knowledge * Specialise and * Pool resources Types of organisation: A. PROFIT/NON-PROFIT a) Profit seeking organisation: Organisation like partnerships and company’s main objective is to maximise the wealth of their owners. The objective of wealth of maximisation is to: Continue its existence Maintain growth and development Make a profit. b) Not for profit organisation( NFP OR NPO): SEEK to satisfy particular needs of their members or the sector of the society. NFP include: Government departments and agencies Schools Hospitals Charities Clubs Specific category of NFP is a mutual organistion. Mutual organisation is voluntarily not-for-profit association formed for the purpose of raising funds by subscriptions of members. Mutual organisation includes: Building societies Trade unions ...
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...Understanding organisations and the role of human resources Unit 3HRC Workbook Cullen Scholefield Maxwelton House 41 Boltro Road Telephone: 0800 0185 052 Fax: 01444 459 221 Haywards Heath West Sussex Website: www.csgconsult.com Cullen Scholefield Limited a company registered in England No: 3298304 RH16 1BJ United Kingdom eMail: develop@csgconsult.com Contents Introduction 4 New qualifications 4 Overview of 3HRC Understanding organisations and the role of HR 6 Section one - Organisation context, purpose, aims and objectives 7 Section two - Different types of organisation 13 Section three - Understand how HR activities support an organisation 20 3HRC © Cullen Scholefield Page 2 of 27 This page is intentionally blank 3HRC © Cullen Scholefield Page 3 of 27 Introduction New Qualifications The Chartered Institute of Personnel and Development (CIPD) has introduced new qualifications in 2010 to reflect the knowledge and skills specified in the CIPD HR Profession Map and revised membership criteria The changes offer greater flexibility to you and providers, introduce a whole new suite of Intermediate level qualifications, and will meet the requirements of the new Qualifications and Credit Framework (QCF). What is the QCF? The QCF is a new way of recognising achievement through the award of credit for units and qualifications. At present, it is hard to understand all the different types of qualification...
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...chapter Organisational Structure and Design . 9.1 Defining Organizational Structure • • Describe each of the five forms of departmentalization. • Differentiate, authority, responsibility, and unity of command. • Sandra Carlos Discuss the traditional and contemporary views of work specialization, chain of command, and span of control. Explain how centralization – decentralization and formalization are used in organizational design. Organising 9.2 Mechanistic and Organic Structures • Contrast mechanistic and organic organizations. • Explain the contingency factors that affect organizational design. o -the process of organising an organisation’s structure o -undergone lots of changes in the last few years 9.3 Common Organizational Designs • Contrast the three traditional organizational designs. • Describe the contemporary organizational designs. • Discuss the organizational design challenges facing managers today. Exhibit 9–1 Purposes of Organizing • Divides work to be done into specific jobs and departments. • Assigns tasks and responsibilities associated with individual jobs. • Coordinates diverse organizational tasks. • Clusters jobs into units. • Establishes relationships among individuals, groups, and departments. • Establishes formal lines of authority. • Allocates and deploys organizational resources. Organisational Structure -formal framework by which...
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...Report based on case study “ A successful business development”. Contents: 1. Types of business entity 2.1. Explanation of each entity 2.2. Advantages and disadvantages of each type of entity 2.3. Objectives of each entity 2. Stakeholders 3.4. Definition of stakeholder 3.5. List of stakeholders of each entity 3.6. Interest of each stakeholders 3. Organizational structure 4.7. Comparison of two structures presented in the case study 4. Human Resource Management 5.8. The role of HR within the structures presented in case study 5.9. Different methods of HR functions has been delivered of each type of entity 5. Reference 1. Types of business entity In the attached case study we have examples of following business entity: * Section 1: Sole trader * Section 2: Partnership * Section 3: Company: Private Limited Company * Section 4: Public Limited Company Sole trader: Sole trader is an individual who is run his own business. It is a self-employed person who bears risks and losses and takes the profits and the benefits. Partnership: Partnership is type of entity which is organized and managed by at least two people and where all profits and debts are share between the partners. Private limited Company: Private limited is type of business entity which is run and managed by shareholders who has limited liability and shares are exchange privately. There are restrictions define...
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... Page 14 Task 4 Page 17 Task 5 Page 19 Conclusion Page 20 Bibliography Page 21 Introduction In the following assignment I will present an introduction to databases which will demonstrate my knowledge through creating reports, defining key terms and there advantages and disadvantages, as well as designing an entity model. These will support my knowledge. TASK 1 Diagram 1: Marks & Spencer’s three-layer relational database architecture related to their online activities. Internal Schema (Server) Conceptual Schema (Programmer) External (Customer) External (Supplier) External (Business partners) External (Departments) As shown in diagram 1, a 3-layer Relational database separates the physical database from the user applications. The following schemas are defined at each of the following levels: * Internal * Conceptual * External “The DBMS is responsible for mapping...
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...numerical order. Indicative Content: 1.1.1 Explain the business organisation as a transformation process: • Business organisations undergo a transformation process from inputs into outputs, using physical inputs plus finance and skills to produce both goods and services. • Use examples from both manufacturing and service sector organisations to illustrate the process. 1.1.2 Describe the different ways in which a business may structure its activities: • Organisational structures can be based on the functions of the organisation, its product ranges, or geographical regions. Alternatively some less hierarchical organisations may use a matrix structure, especially if the firm is project based. 1.2.1 Discuss the complexity, volatility and uniqueness of an organisation's environment: • The organisation in its environment has to face a wide range of internal and external influences which affect business activity. • The immediate or operational environment interacts with suppliers, competitors, the labour market and financial institutions. • The general or contextual environment consists of economic, political, legal, and social factors. Each functional area of the organisation may be affected. • Whilst organisations have some control over their internal environment, the external environment is more volatile (e.g. technological change), and wide ranging and this makes decision making more difficult. • The uniqueness of organisations means that each one is affected to different degrees by external...
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...strategy of British Airways includes the innovation in technological accessories, customers relationship, employee relationship, safety and security of stake holders and so on. Introduction: Any business has challenges from different elements like globalisation, information and technology, socio and cultural factors, political factors and so on. To meet these challenges a clear strategy is very crucial for any organization. A strategy is a clear vision of what the organisation will be based on a sustainable competitive advantage. Actually, strategy is a road map for future directions and scope. It is a long range plan for five years and more. It develops mission, objective and goals for an organisation. To develop an effective strategy any organisation must set an account with different factors. Environmental analysis, present analysis, strength, weakness, opportunities and so on are the factor through which a strategy can be developed. Part 1 1) Identify the mission, Values and key objectives of an organisation within its environment. The mission statement of British Airways is “To be the undisputed leader in world travel for the next millennium”. The values of British Airways: Honest. Reliable On time Good service Objectives of British Airways: British Airways based in London is the largest airlines in the United Kingdom and provides daily flights to more than 400 cities world-wide. Like most large...
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...comprehensive evaluation of its organisational structure and analyse the impact of their customer service principles and practices. The Business I have Chosen is a Family run Bar and Restaurant Called Teac Sean Ruas. This business is located in a seaside tourist resort in Bundoran Co. Donegal. In the summer months between June and September is the busiest time for the Bar/Restaurant with tourists coming from all over the world passing through and visiting Bundoran. This Business depends on the summer season as in the winter months until March it can be very quiet, relying on locals as the only trade. McGarrigles Restaurant services are Serving Food and Beverages and providing entertainment to the public. The Business Hours of The Bar are: Monday to Friday 10.30am – 11.30pm Saturday 10.30am – 12.30am Sunday 10.30am – 11.00pm Business Hours of The Restaurant are: Monday – Sunday 10.30am – 9.30pm Organisational Structure McGarrigles Restaurant has a flat shape organisational structure as it is a small business with a small amount of employees where work passes through fewer hands and with few levels of authority. Organisation Chart for McGarrigles Bar/Restaurant SEAN & ANN MCGARRIGLE OWNERS EAMON MUSTAFFA HEAD CHEF/KITCHEN MANAGER YVONNE MCGUINESS RESRAURANT/BAR MANAGER CHEFS CLAIRE ONEILL SUPERVISOR COMI CHEF/KITCHEN PORTER RESTAURANT/BAR STAFF DESCRIPTION OF ORGANISATIONAL CHART The Organisational structure of McGarrigles Bar/Restaurant Begins...
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