...Chapter 1 ORGANIZATION AND MANAGEMENT What is Organization? Organization is a group of individuals who are cooperating willingly and effectively for common goals. It is indeed the very foundation of administration. To be specific, organization seeks to know who is to do and what is to be done. Organizations are structured to promote better management. However, it is the performance of the people who fill the positions that determines the success of the enterprise and not the organizational design itself. THE STRUCTURAL ORGANIZATION Structural organization is the formal arrangements that are established to coordinate all activities in order to implement a given strategy. The structural elements of an organization 1. MEN these are the different members of the organization starting from the very top of the last workman in the enterprise. 2. MATERIALS represent the materials necessary in the distribution of function or in the attainment of its objective 3. MACHINE the tools necessary in producing its desire output. 4. METHODS the procedure and ways used in the course of its action. 5. MONEY the financial resources of the organization The major elements of organizational structures 1. Distribution of function. The function to be performed, the grouping of functions and the vertical horizontal task relationships among function. 2. Vertical and horizontal authority relationship. (Who are the authorities to do what) 3. Communication and decision process. The manner...
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...found in three level of organization, the first line managers, middle managers and top managers. Managers are responsible for the planning, organizing, leading and controlling of the organization. Non-managerial employees are those employees who work directly in the production of organizations product or service, and deals with organizations customers. Non managerial employees are found in the lowest level of the organization. They do not have any one reporting to them. b) Describe how to classify managers in an organization. In a traditionally cultured structure where more employees are found in the lower level than the upper levels, managers are classified in to three categories. First-line managers are the lowest level managers found in an organization. They are responsible for the coordinating and overseeing the work of the non-managerial employees who work directly in the producing of organizational products or service. First-line managers require more technical skills compared to the other two level of managers, as well as good human skills to motivate the employees and resolve conflicts between the work groups. First-line managers carry the titles similar to team manager, department managers and supervisors. Middle-managers are responsible for managing the work of first line managers. They are found between the lowest level and the top level of management in the organization. Middle-managers acts as a middlemen between lower level management by giving directions and...
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...Management of organizations Question 1 Briefly state the purpose of the journal article. Organizational management is a common management style for modern small businesses. The organizational method allows managers to break down the entire operation of a department into several phases. Dividing operational functions into sections allows management to obtain a clear picture of what the goals of a department are and how to implement the goals most effectively. It also allows managers to respond rapidly to factors that affect the internal or external expectations of company. The individuals are well aware of their roles and responsibilities and know what they are supposed to do in the organization. Planning:Prepare an effective business plan. It is essential to decide on the future course of action to avoid confusions later on. Plan out how you intend to do things. Organizing refers to the judicious use of resources to achieve the best out of the employees. Prepare a monthly budget for smooth cash flow. Staffing:Poor organization management leads to unhappy employees who eventually create problems for themselves as well as the organization. Recruit the right talent for the organization. Leading:The managers or superiors must set clear targets for the team members. A leader must make sure his team members work in unison towards a common objective. He is the one who decides what would be right in a particular situation. Control:The superiors must be aware of what is happening...
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...Chapter 1 Management and Organizations |GUIDE TO SELECTED REVIEW AND DISCUSSION QUESTIONS | | 1. How do managers differ from nonmanagerial employees? The answer to this question used to be straightforward, but the line between managerial and nonmanagerial employees has blurred as more employees take on task once reserved for managers. To keep the answer from becoming too complicated, the best way to address this question is to focus on the fact that a manager’s job is about helping others do their work. 2. Is your course instructor a manager? Discuss in terms of managerial functions, managerial roles, and skills. Course instructors (in contrast to individuals who hold positions such as department head) are not usually classified as managers. In most situations, a course instructor does not fall within the definition of a manager when utilizing managerial functions, mainly because students are clients rather than employees. In some cases, an instructor has little input about course content or how it is to be taught. In these instances, the instructor makes few managerial decisions. In terms of managerial roles, course instructors may be involved in some ways in the interpersonal, informational, and decisional roles. For example, a course instructor could be seen as a liaison (interpersonal role), a monitor and disseminator (both informational roles), and a disturbance handler and...
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...Abstract The current study sought to analyze the aspects of organizational culture found in business management. Its purpose was to prepare a methodology to measure the elements that make up the organizational culture of a company in the I-10 Industrial Zone, Islamabad. This study researched the company’s cultural profile and the most important aspects of this culture, and it suggested recommendations on which to base its strategic plan. The Barros & Prates model was used as a reference. This model proposes nine cultural traits that are present in the Pakistani business environment: Power Concentration, Personalism, Paternalism, Expectant Posture, Formalism, Impunity, Personal Loyalty, Conflict Avoidance and Flexibility. The method used was quantitative via the development and application of a closed instrument Liker type (attitudinal scale) involving the nine Barros & Prates cultural traits. The instrument was validated in terms of items and reliability. Means and correlation coefficients were used as statistics to analyze the data. The analyses were based on 27 statements encompassing the nine cultural traits, and they were answered by 30 executives who make up the company’s board of directors. The results showed a preponderance of the flexibility trait. Power concentration and personalism hawed average preponderance. The least evident traits were Personal Loyalty, Impunity, Expectant Posture, Formalism, and Conflict Avoidance. 1. INTRODUCTION One of the broadest...
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...Chap 10. Leadership 1. Differences between management and leadership Managers | Leaders | * Tend to adopt impersonal or passive attitudes towards goals. * Need continually to co-ordinate and balance in order to compromise conflicting values. * Maintain a low level of emotional involvement. * See themshelves more as conservators and regulators of the existing order of affairs with which they indentify and from which they gain rewards. | * Adopt a more personal and active attitudes towards goals. * Creates excitement in work and develops choices that give subtance to images that excite people. * Have empathy with other people and give attention to what events and actions mean. * Their sense of identity does not depend upon membership or work roles and they search out opportunity for changes. | 2. Approaches a. The qualities or traits approach * Leaders are born and not made! * It focuses attention on the man or woman in the job and not on the job itself, attention is given to the selection of leaders rather than to training for leadership. * Limitations: * There is bound to be some subjective judgement in determining who is regarded as the good or successful leader. * The lists of possible traits tend to be very long and there is not always agreement on the most important. * It ignores the situation factors. b. The functional (or group) approach * View leadership on terms of how the leader’s behavior affects, and...
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...Chapter 1 Management and Organizations 1) A great manager makes a job more enjoyable and productive. 2) Managers play an important role in dealing with various challenges being faced by organizations today. 3) Today's managers are just as likely to be women as they are men. 4) A manager must coordinate and oversee the work of other people so that organizational goals can be accomplished. 5) A manager's job is all about personal achievement. 6) In traditionally structured organizations managers can be classified as first-line managers, middle managers, or top managers. 7) Middle managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. 8) Effectiveness refers to getting the most output from the least amount of input. 9) Efficiency is described as "doing things right." 10) The four contemporary functions of management are planning, organizing, leading, and controlling. 11) Determining who reports to whom is part of the controlling function of management. 12) Directing and motivating are part of the controlling function of management. 13) When a manager performs the controlling function of management, he must monitor and evaluate performance. 14) Figurehead, leader, and liaison are all interpersonal managerial roles according to Mintzberg. 15) Disturbance handler is one of Mintzberg's interpersonal roles. 16) According to Robert L. Katz, managers...
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...Commonwealth Executive Masters in Business Administration / Public Administration CEMBA 553 Management in Organisations Copyright © Commonwealth of Learning, 2003 All rights reserved. No part of this course may be reproduced in any form by any means without prior permission in writing from: The Commonwealth of Learning 1285 West Broadway Suite 600 Vancouver, BC V6H 3X8 CANADA e-mail: info@col.org Dean Institute of Distance Learning New Library Building Kwame Nkrumah University of Science and Technology Kumasi, Ghana Phone: +233-51-60013 Fax: +233-51-60014 E-mail: idldean@kvcit.org Web: www.fdlknust.edu.gh i 553 - Management in Organisations Learning Objectives Upon successful completion of this course, learners will be able to: • • • • Explain the basic premises of management and public administration Compare different theories and approaches of organisation Distinguish behavioural patterns, advantages, disadvantages, and dysfunctions of bureaucracies Categorize the different management trends in the work environment. Topics • Introduction to Management and Organisational Behaviour • Individual and Group Behaviour in Organisations • Decision- making and Communications in Organisations • Leadership, Organisational Structure & Environment • Power and Politics • Organisational Culture • Organisational Change • Conflict and Negotiations ii TABLE OF CONTENTS 1 Introduction................................................................................
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...Question 3 The following income statement is for Salem Data Service, with the assumption that intra-company usage is 205 hours and commercial usage is at the March Level. Income statement for Salem Data Services Revenues: Intra-company sales $82,000 Commercial sales 110,400 Total revenues 192400 Variable expenses (power +hourly personnel) 9,844 Contribution margin 182,556 Fixed expenses: Rent $8,000 Custodial services 1,240 Maintenance 5,400 Computer leases 95,000 Depreciation 26,180 Salaried staff 21,600 System development & maintenance 12,000 Administration 9,000 Sales 11,200 Sales promotion 8,083 Corporate services 15,236 Total fixed expenses 212,939 Net income loss $(30,383) Question 4 In order to calculate the break even for each month, the unit variable cost per revenue hours must be calculated first by using figures from exhibit 1 & 2. January February March Variable cost: Power 1,546 1,485 1,697 Hourly personnel 7,896 7,584 8,664 Total variable cost 9,442 7,584 10,361 Total revenue hours 329 316 361 Variable costs per revenue hour $28.70 $28.70 $28.70 The Public Service Commission restricted Salem Telephone to $82,000 per month. Commercial sales were billed at $800 per hour. The intra company demand for service will average 205 hour per month. Hence we...
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...How Effective Management of Operations Contributes To Competitive Advantage at Giordano Globalization, fierce competition, and unpredictable changes in customer tastes are some of the issues that threaten the future of many companies. Companies need to manage their operations effectively to counteract the effects of these market forces and gain competitive advantage. Competitive advantage has been defined as something that a company does particularly well (David, 2011, p. 9). This means possessing a unique resource, capability, or technology. Porter (1985) pioneered the view that competitive advantage is best achieved through the activities, or operations, of a company because a certain configuration of activities is difficult to imitate, unlike assets, which rivals could easily acquire. Russell and Taylor (2011, p. 18) supported this view by stating that processes, not products, give a company competitive advantage. Pieterson (2010) defined competitive advantage as the gap between value, as perceived by customers, and cost incurred in delivering that value. Since value is created through operations, effective management of operations represents the greatest potential for achieving competitive advantage. Operations refer to the activities that transform inputs such as raw materials or information into outputs that customers value (Russell & Taylor, 2011). Operations determine how well a company satisfies its customers. Operations management refers to the design and improvement...
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...AREL Üniversitesi Sosyal Bilimler Enstitüsü Yönetim ve Organizasyon Doktora Programı Ders: Yönetim ve Organizasyon Konu: Neo-Klasik Yönetim Düşüncesinin Yönetim Faaliyetlerine Katkısı Sunulan: Prof. Dr. Mümin Ertürk Sunan: Tanju Özdeniz 115600122 26/11/2012 NEO-KLASİK YÖNETİM DÜŞÜNCESİNİN YÖNETİM FAALİYETLERİNE KATKISI Yönetim, insanın var olduğu ilk günlerden beri var olan bir kavram olmakla beraber, bu kavram ilk olarak 19. yüzyılın sonlarında bilimsel olarak ele alınmaya başlanmış ve 1880 ‘li yıllarda “Klasik Yönetim Yaklaşımı” ortaya çıkmıştır. “Klasik Yönetim Yaklaşımı” teorisi, bir süre için örgütlerin ihtiyaçlarını karşılamış olmakla beraber çok geçmeden günün ihtiyaçlarına yetersiz kalmaya başlamıştır. Şirketlerin çok hızlı bir şekilde büyümeye başlamaları, şirket birleşmeleri, 1929 Dünya Ekonomik Krizi’nin yarattığı problemler, sendikaların büyümeleri ve baskıları, işsizlik, ailelerin içerisinde düştükleri yaşam güçlükleri, devlet kontrol ve sınırlamaları, klasik yönetim düşüncesinin yetersizliğini örgüt yöneticilerine iyice hissettirmeye başlamıştır. Klasik yönetim düşüncesinin en yüksek düzeye çıkmış olduğu 1930’lu yıllarda yeni bir akım oluşmaya başlamış ve bu akım “Neo-Klasik Yönetim Anlayışı” olarak isimlendirilmiştir. Bu anlayışın esasını “insan ilişklileri” oluşturmaktadır. Bu dönemde, Western Elektrik şirketinin “Hawthorne” tesislerinde Kasım 1924 yılında başlayan ve literatürde “Hawthorne Araştırmaları” olarak bilinen...
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...2005). As a result, companies are transiting into learning organizations for sustainability. Organizational leaders, therefore, are creating an environment that embraces group learning practices. Company leaders are discovering new ways to inspire commitment and the capacity to learn from personnel at all levels in order to excel. The issues I will examine in this research will be, look at the methodologies that organizations incorporate to achieve higher levels of success by fostering a culture that facilitates the learning process, analyze how cultivating a climate of trust can support an environment that consists of decentralized decision making, and how integrating people, systems, and technology are utilized to achieve those goals. This research will also identify characteristics of ideal learning organizations, observable behaviors, barriers that prevent goal achievements, and scrutinize various strategies that are incorporated to help overcome these barriers. It will finally conclude that when it comes to what makes an organization successful, applying efficient systems to encourage the learning process is a key component that allows an organization to flourish. Characteristics Learning organizations are experts at producing, acquiring, interpreting, transferring, and retaining knowledge specifically focused on the modification of behavior to reflect the new knowledge. One characteristic that organizations adopt as part of the learning paradigm is social learning...
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...The Management of Organizational Justice By Russell Cropanzano, David E.Bowen, and Stephen W.Gilliland Summary of the key issues This paper has addressed the organizational justice from various aspects and provided recommendations to enhance the fairness in the managerial activities. Firstly, it has discussed the importance of justice in workgroup from its long-range benefits, social and ethical considerations. Secondly, the authors analyzed the three components of organizational justice, namely distributive, procedural and interactional justice in details to highlight the differences between the three in business activities. Next, the paper summarized the influences of organizational justice and these include enhanced trust and commitment, improved job performance, more helpful organizational citizenship behavior, as well as greater customer satisfaction and loyalty. Lastly, after identifying the critical significance Is this essay helpful? Upgrade your account to read more and access more than 550,000 just like it! of organizational justice in building a company’s identity, recommendations on how to enhance the fairness in managerial activities are proposed. The authors had cited examples from several past studies and discussed from five angles which are hiring, performance appraisal, reward systems, conflict management and downsizing. Other Theoretical Perspectives on Organizational Justice This paper has mentioned the equity theory which is one of the...
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...Session 1 1. The field of organizational behaviour (OB) has emerged from the disciplines of psychology, sociology, political science, and economics, although it is primarily identified with psychology. It has often been defined as studying behaviour of individuals and groups within organizations. This is usually referred to as “micro-OB” 2. Organizational theory (OT) is the body of research and knowledge concerning organizations. Organization theory originally focused primarily on the organization as a unit, as opposed to organization behaviour, which explored individual and group behaviour within the organization. This perspective is sometimes also called “macro-OB”. 3. Two Types of Decisions- a. Programmed Decisions Routine Automatic processing b. Non-programmed Decisions 4. Satisficing- Choosing acceptable alternative to resolving a problem or pursuing an opportunity i. Not all alternatives are considered 5. Sources of Error in Decision Making- a. Cognitive Heuristics and Biases i. Availability – deaths in US, words in novel ii. Representativeness –conjunction fallacy, base rates, regression to mean-Linda eg iii. Anchoring and Adjustment –pay for beer, engineer’s salary iv. Framing –loss and gain b. Motivational Biases i. Confirmation Bias ii. Hindsight Bias iii. Escalation of Commitment iv. Positive (ego-centric) Illusions c. Emotion-related Biases i. Priming 6. The base rate fallacy, also called base rate neglect or base rate bias, is an...
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...CHAPTER = 11 Q-1 | | |Factor |Factor Score for Each Location | | |Location Factor |Weight |A |B |C |D | | |1. Labor climate | 5 |5 | | |Location Factor |Weight |A |B |C |D | | |1. Rent |25 |3 |75 |1 |25 |2 |50 |5 |125 | | |2. Quality of life |20 |2 |40 |5 |100 |5 |100 |4 |80 | | |3. Schools |5 |3 |15 |5 |25 |3 |15 |1 |5 | | |4. Proximity to work |10 |5 |50 |3 |30 |4 |40 |3 |30 | | |5. Proximity to recreation |15 |4 |60 |4 |60 |5 |75 |2 |30 | | |6. Neighborhood security |15 |2 |30 |4 |60 |4 |60 |4 |60 | | |7. Utilities |10 |4 |40 |2 |20 |3 |30 |5 |50 | | |Total ...
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