...Organizational Management WGU JFT2 Task 1 June 4, 2014 Task 1A1 Adam’s equity theory stresses the importance of maintaining a balance between an employee’s inputs and outputs. Common inputs can include hard work, tolerance and enthusiasm and common outputs can be salary, benefits and recognition or rewards. The maintenance of this balance between inputs and outputs results in more productive, efficient and content workforce. A good way to look at this is that a worker will feel equal if he or she perceives that the reward received for their hard work is the same as that of an employee of the same level. If the reward received by the second employee ends up being greater or if the second employee receives the same reward for less work, the first employee may feel neglected and may even become less productive to match the second employee’s performance level. Looking at the merger scenario between the Utah Symphony and the Utah Opera we can see that Bill Bailey, the chairman of the board of the Utah Symphony organization should use the Adam’s equity theory to stress his opposition to the merger. Currently the opera is financially stable while the symphony is not. The opera has also been utilizing funds wisely, while the symphony has been acting to the contrary. If a merger should occur, the opera employees may perceive that this is an inequality and that the symphony will be making out since the merger will surely put the symphony in a better position financially...
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...Deana Lawrence, 70211 Organizational Management JFT2 Task 1 A. Analysis Document A1. Bill Bailey Bill Bailey’s position in the decision of whether or not the merger should happen is not simply a business decision. With these different aspects to be considered with the merger, utilizing Vroom’s Expectancy Theory will help to guide his very difficult decision. This theory offers a framework to utilize the director position as leader to influence others and persuade them to support the merger. First and foremost are the community objections to the merger. This is where both the opera and the symphony received the majority of their funding so it would have to be taken into account that the public was opposed mostly due to the fact that the opera and symphony were so different in nature and they were concerned that the two would be melted into one big pot instead of keeping their identities separate. The biggest reason for the supporter concerns with this melting possibility is that they want their donations to go to specific performances and if all the funds received all went to a big pot, their donations wouldn’t be reaching the programs they are donating to. Vroom’s Expectancy Theory has three areas; Expectancy, Instrumentality, and Valance. Expectancy: To put Vroom’s theory into action, Mr. Bailey would need to guarantee that the merger would benefit both performing arts companies through positive revenue for the symphony plus providing more exposure for the opera. Instrumentality:...
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...415 Week 1 Risk Management Overview Paper Get Tutorial by Clicking on the link below or Copy Paste Link in Your Browser https://hwguiders.com/downloads/fin-415-week-1-risk-management-overview-paper/ For More Courses and Exams use this form ( http://hwguiders.com/contact-us/ ) Feel Free to Search your Class through Our Product Categories or From Our Search Bar (http://hwguiders.com/ ) Risk Management Overview Paper In organizational and business risk you will find dangers regarded as risks that will relate into adverse reactions or big problems that can take place in addition to a task or activities in the company. It is very important check danger in the company this check will allow management find out how to tackle the procedure. These reports will translate to administration what modifications in the organization will be required so as to function. The procedure is essential for the good results. It should be observed and managed through every phase of the procedure. TO DOWNLOAD COMPLETE TUTORIAL HIT PURCHASE BUTTON FIN 415 Week 1 Risk Management Overview Paper Get Tutorial by Clicking on the link below or Copy Paste Link in Your Browser https://hwguiders.com/downloads/fin-415-week-1-risk-management-overview-paper/ For More Courses and Exams use this form ( http://hwguiders.com/contact-us/ ) Feel Free to Search your Class through Our Product Categories or From Our Search Bar (http://hwguiders.com/ ) Risk Management Overview Paper ...
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...Chapter two 1 The Evolution of Management Learning Objectives * Describe how the need to increase organizational efficiency and effectiveness has guided the evolution of management theory * Explain the principle of job specialization and division of labor, and tell why the study of person-task relationships is central to the pursuit of increased efficiency * Identify the principles of administration and organization that underlie effective organizations * Trace the change in theories about how managers should behave to motivate and control employees * Explain the contributions of management science to the efficient use of organizational resources * Explain why the study of the external environment and its impact on an organization has become a central issue in management thought. What is an Organization? * An organization is a collection of people who work together to achieve individual and organizational goals * Individual goals * Organizational goals What is Organizational Behavior? 2 * Organizational behavior (OB): the study of factors that have an impact on how people and groups act, think, feel, and respond to work...
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...Maldives Business School | Cover Page | | | | | ASSIGNMENT BRIEFBTEC Level 7 Extended Diploma in SML/L8PGDSML | The student must fill the relevant parts of the following table. | First Name | Last Name | Student ID | Task No. | Date submitted | Date issued | | | | | | 10 April 2015 | Statement of authenticityI, the above named student, hereby confirm that this assignment is my own work and not copied or plagiarized. It has not previously been submitted as part of any assessment. All the sources, from which information has been obtained for this assignment, have been referenced in the Harvard format. I further confirm that I have read and understood the Maldives Business School rules and regulations about plagiarism and copying and agree to be bound by them. | Assignment summary information | Unit | Unit 10: Strategic Human Resource Management | Assignment type | This is an individual assignment. | Tasks | Submit on | Do on | Task 1: AC 1.1, 1.2, 1.3: A review for senior managers | 10 May 2015 | NA | Task 2: AC 2.1, 2.2, 2.3, 2.4, 3.1, 3.2: A human resource plan | 28 May 2015 | NA | Task 3: AC 4.1, 4.2, 4.3, 4.4: A report for the head of the HR department | 27 June 2015 | NA | Extensions | An extension must be applied for in writing by individual students and will only be granted for valid reasons. | Late submissions | Late submissions will be charged MVR 500. | Resubmissions | Two resubmissions are allowed. Each resubmission will be charged...
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...1. Introduction 2. Executive summary 3. Theory of organizational structure 4. Types of organizational structure 5. The nature of the organizational structure 6. Case study 7. Task 1 8. Task 2 9. Task 3 10. Conclusion 11. Recommendation 12. Reference Introduction Any operating organization should have its own structure in order to operate efficiently. For an organization, the organizational structure is a hierarchy of people and its functions. The organizational structure of an organization tells us the character of an organization and the values it believes in. therefore, when we do business with an organization or getting into a new job in an organization, it is always a great idea to get to know and understand their organizational structure. Executive summary In this assignment, I describe about the theory of the organization, the types of the organization, and the nature of the organization. As task 1, 2 and 3 I have explain about Paul Rogers’ card design business. Theory of organizational structure The theory of organizational structure is a product of the industrial revolution to help businesses appropriate their workforce. Classical school Henry Fayol is acknowledged as the founder of the Classical Organization theory and is one of the pioneers of management thought. He divided the business activities into six areas- technical, commercial, financial, accounting, managerial functions and protecting the assets of the organization...
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...chemistry graduate from one of the leading universities, the office manager as a Master in Business Administration degree. She was a part time professor in business school. A year after, she work as part time in the company and took a full time teaching job. In 1996, management converted the company into a corporation and consequently changed the name. The General Manager-Proprietor became the President of the corporation and at the same time Chairman of the Board of Directors. An Executive Vice-President was hired to handle the financial and production functions of the corporation. He had five men in his staff. He was also a member of the Board of Directors. The Office Manager was promoted to the position of General Manager. The number of salesmen increased to eighteen. Additional product lines were acquired by the corporation and new channels of distribution were sought. Consequently, the President frequently traveled abroad to seek and follow up the foreign market for the various products. The General Manager (formerly Office Manager) was in charge of maintaining satisfactory supplier-dealer relationships, the sales activities and internal supervision including all collection. She took over the general management of the...
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...IB 2-4 Tasks 1-2 Week 1 Jones: Chapter 2 – Basic Challenges of Organizational Design Differentiation - differentiation = process by which an organization allocates people and resources to organizational tasks and establishes the task and authority relationships that allow the organization to achieve its goals à process of establishing and controlling the division of labor/the degree of specialization o necessary because of increased complexity with growth Organizational roles - - organizational role = set of task-related behaviors required of a person by his or her position in an organization à identifiable tasks and responsibilities allow for accountability o organization structure is based on interlocking roles authority = power to hold people accountable for their actions and to make decisions concerning the use of organizational resources à results from differentiation into individual organizational roles control = ability to coordinate and motivate people to work in the organization’s interests Subunits: Functions and Divisions - - function = subunit composed of a group of people, working together, who possess similar skills or use the same kind of knowledge, tools or techniques to perform their jobs à as organizations grow, they differentiate into 5 different kinds of functions: o support functions – facilitate control of relations with environment and stakeholders (purchasing, sales & marketing, public relations, legal affairs) ...
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...Management Control System CHAPTER 1 : THE NATURE OF MANAGEMENT CONTROL SYSTEMS By: Amirul Affan (115020305121001) Maria Dias Ika S (115020307121009) FACULTY OF ECONOMICS AND BUSINESS BRAWIJAYA UNIVERSITY 2014 A. Basic Concepts Management control system (MCS) is a system which gathers and uses information to evaluate the performance of different organizational resources like human, physical, financial and also the organization as a whole considering the organizational strategies. MCS influences the behavior of organizational resources to implement organizational strategies. MCS might be formal or informal. Control An organization must be controlled to ensure that is strategic intentions are achieved. But controlling an organization is much more complicated than controlling devices. Every control system has at least four elements: 1. Detector or sensor Device that measures what is actually happening in the process being controlled. 2. Assessor Device that determines the significance of what is actually happening by comparing it with some standard or expectation of what should happen. 3. Effector Device that alters behavior if the assessor indicates the need to do so 4. Communications network Device that transmit information between the detector and the assessor and between the assessor and the effector. Management An organization consists of a group of people who work together to achieve certain common goals (in business...
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...CHAPTER ONE INTRODUCTION 1.1 Introduction: Organizational conflict and management involves all types of conflict that occurs in organization and management of this conflict. The present study explored and compared various conflict and their management practice in organizations. The present study also aimed at assessing how much of commitment in the company can be attributed to conflict management practices. 1.2 Keyword: Organization, conflict, management, inters intra. 1.3 Objective I. To learn more about conflict and conflict management. Listening, oral, communication, interpersonal communication, and teamwork rank near the top of skills that employers seek in their new hires. II. To learn to manage and resolve conflict effectively. III. To make conscious effort to change our conflict management style. IV. All team members need to know their conflict styles, conflict intervention methods, and strategies for conflict skill improvement. 1.4 Scope of the Study This study covers the various types of conflict that take place in organization. This study also discuss about various Strategies, Criteria, styles, Process of conflict. 1.5 Limitation: Conflict in organization is a vast matter. Conflict is different in different organization.Management is also different in different organization. But we consider general organization for conflict and their management. 1.6 METHODOLOGY OF THE STUDY This study is based on both primary and...
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...pm Management is the process of reaching organizational goals by working with and through people and other organizational resources. Management has the following 3 characteristics: 1. It is a process or series of continuing and related activities. 2. It involves and concentrates on reaching organizational goals. 3. It reaches these goals by working with and through people and other organizational resources. MANAGEMENT FUNCTIONS: The 4 basic management functions that make up the management process are described in the following sections: 1. PLANNING 2. ORGANIZING 3. INFLUENCING 4. CONTROLLING. PLANNING: Planning involves choosing tasks that must be performed to attain organizational goals, outlining how the tasks must be performed, and indicating when they should be performed. Planning activity focuses on attaining goals. Managers outline exactly what organizations should do to be successful. Planning is concerned with the success of the organization in the short term as well as in the long term. ORGANIZING: Organizing can be thought of as assigning the tasks developed in the planning stages, to various individuals or groups within the organization. Organizing is to create a mechanism to put plans into action. People within the organization are given work assignments that contribute to the company’s goals. Tasks are organized so that the output of each individual contributes to the success of departments, which, in turn, contributes to the success of divisions...
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...Journal of Organizational Behavior J. Organiz. Behav. 30, 359–378 (2009) Published online 25 April 2008 in Wiley InterScience (www.interscience.wiley.com) DOI: 10.1002/job.537 Team conflict management and team effectiveness: the effects of task interdependence and team identification ANIT SOMECH1*, HELENA SYNA DESIVILYA2 AND HELENA LIDOGOSTER1 1 2 University of Haifa, Haifa, Israel Emek Yezreel College, Emek Yezreel, Israel Summary The present study explores the dynamics of conflict management as a team phenomenon. The study examines how the input variable of task structure (task interdependence) is related to team conflict management style (cooperative versus competitive) and to team performance, and how team identity moderates these relationships. Seventy-seven intact work teams from high-technology companies participated in the study. Results revealed that at high levels of team identity, task interdependence was positively associated with the cooperative style of conflict management, which in turn fostered team performance. Although a negative association was found between competitive style and team performance, this style of team conflict management did not mediate between the interactive effect of task interdependence and team identity on team performance. Copyright # 2008 John Wiley & Sons, Ltd. Introduction In modern organizations, teams have become the method of choice for responding quickly to technological and market changes and thus improving the organization’s...
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...involves choosing tasks that must be performed to attain organizational goals, outlining how the tasks must be performed, and indicating when they should be performed. Planning activity focuses on attaining goals. Managers outline exactly what organizations should do to be successful. Planning is concerned with the success of the organization in the short term as well as in the long term. ORGANIZING: Organizing can be thought of as assigning the tasks developed in the planning stages, to various individuals or groups within the organization. Organizing is to create a mechanism to put plans into action. People within the organization are given work assignments that contribute to the company’s goals. Tasks are organized so that the output of each individual contributes to the success of departments, which, in turn, contributes to the success of divisions, which ultimately contributes to the success of the organization. INFLUENCING: Influencing is also referred to as motivating,leading or directing.Influencing can be defined as guiding the activities of organization members in he direction that helps the organization move towards the fulfillment of the goals. The purpose of influencing is to increase productivity. Human-oriented work situations usually generate higher levels of production over the long term than do task oriented work situations because people find the latter type distasteful. CONTROLLING: Controlling is the following roles played by the manager: 1. Gather information...
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...Chapter two The Evolution of Management Theory Learning Objectives 1. Describe how the need to increase organizational efficiency and effectiveness has guided the evolution of management theory. 2. Explain the principle of job specialization and division of labour, and tell why the study of person–task relationships is central to the pursuit of increased efficiency. 3. Identify the principles of administration and organization that underlie effective organizations. 4. Trace the changes that have occurred in theories about how managers should behave in order to motivate and control employees. 5. Explain the contributions of management science to the efficient use of organizational resources. 6. Explain why the study of the external environment and its impact on an organization has become a central issue in management thought. A Case in Contrast Changing Ways of Making Cars Car production has changed dramatically over the years as managers have applied different views or philosophies of management to organize and control work activities. Prior to 1900, workers worked in small groups, cooperating to hand-build cars with parts that often had to be altered and modified to fit together. This system, a type of small-batch production, was very expensive; assembling just one car took considerable time and effort; and workers could produce only a few cars in a day. To reduce costs and sell more cars, managers of early car companies needed better techniques to increase efficiency. Henry...
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...INS2019 Business Organization and Management Anh MAI, International School (ISVNU) Mail: anhmd@isvnu.vn Cell: 0902372688 Topics to discuss Topic 1: Introduction to management Topic 2: The history of management Topic 3: The management environment Topic 4: Planning and Strategy Formulation Topic 5: Decision Making Topic 6: Organizing structure and design Topic 7: HRM Topic 8: Leading Topic 9: Teamwork Topic 10: Motivation & Communication Topic 11: Organizational Control 2 Topic from Daft (2012) and Innovation Adapted 12: Change 6/11/2012 Topics to discuss History of Management Evolution of Management thinking Environment of Management Corporate Culture, Ethics and Social Responsibility Management Planning -Managerial planning & goal setting - Strategy formulation & Implementation - Managerial decision making Organizing -Designing adaptive organizations -Managing change & innovation -Human resource Management Leading -Leadership -Motivation -Communication -Teamwork Controlling -Managerial and Quality control 3 Adapted from Daft (2012) 6/11/2012 Working Plan Topic Session No 1 2 Session 1 Session 2 Topics Textbook NEM Ch 1 NEM Ch 2 Tutorial Cases Questions 1, 5, 8, 9 Elektra Products, Inc (p.56) Introduction to Management The History of Management The Management Environment, Ethics and CSR Planning & Strategy Formulation 4, 6, 7 SIA Corporation (p. 58) 3 Session 3 NEM Ch 3...
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