...The purpose of organisation structure is a system adopted to delegate activities and allocate them to respective sub-units, followed by the coordination and control of these activities to achieve organisational goals. An organisational structure is defined as the outline of framework and guidelines for managing operations and has been categorised by centralised and decentralised form on business structure. Dearden (1981) explained that the conceptual framework needs to be identified to understand the implications of dispute. With ABC Corporation consisting of many division managing different market portfolios within the company, they have adopted a decentralised approach with several boards of directors responsible in the growth of different aspect of business in their respective portfolios and managing their own division. This has allowed respective division and its employees to be focused in their own niche market. It benefits the company as they improved knowledge retention in their specific areas and allowed the managing of different divisions to be more efficient. Centralised Decision Making Hierarchical structure reflecting high power distance (PD) illustrates tolerance for seniority in the organisation (Hofstede, 2001). In ABC Corporation, employees are conscious of the various positions held within the organisation, members who are junior in positions tend to feel oblige in obeying the rules and guidelines set by senior management. In ABC, the board of directors...
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...Managing People and Organizations MANAGING PEOPLE & ORGANIZATIONS: ASSESSING THE PROPOSITION THAT THE WAYS IN WHICH PEOPLE ARE MANAGED AFFECTS THE PERFORMANCE OF THE ORGANISATIONS WITHIN WHICH THEY FUNCTION This essay reviews theoretical concepts to assess the proposition that the ways in which people are managed affects the performance of the organisations within which they function. The implications of this proposition are that (a) effective management is associated with higher levels of organisational performance, while ineffective management practices are associated with inferior organisational performance. The theoretical framework within which this assessment is performed is "Managing People in Organisations" (MPIO). MPIO is an umbrella concept that encompasses both organizational behaviour (OR) and human resource management (HRM). The concepts of leadership and its effects on organisational performance also are included in MPIO (Beech, Cairns, Livingstone, Lockyer, and Tsoukas, 2002). MPIO includes a wide array of concepts and theories. To assess the proposition that the ways in which people are managed affects the performance of the organisations within which they function, however, this essay focused on two crucial aspects of MPIO in the contemporary period. These crucial aspects of MPIO are the responses by management to the globalised business environment and the effects of cultural diversity on management's communications with employees, each of which is crucial...
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...Managing Organization – Application Essay1 The articles of session 3 give us an insight into the concept of organizational design of a company. The articles explain the concept of peeling of excess layers in organizations in order to make the command chain easier for the managers and the employees of a company. A rigid layer of command chain makes it difficult for low-level employees to make their voices reach to the top. This isolates the top management with the lower management sector and in most cases slows down the decision-making time, as the top executives do that. Many companies have started adopting a thin-layered organizational framework or can be called as a lean organization. These companies are giving their managers more responsibilities and are merging different departments into one, thus making the organizations framework flatter and more efficient. The companies are taking such measures in order to fasten their decision making time and to eliminate waste in order to run the processes more efficiently. But, there are some disadvantages of having a lean organisation. Having a lean framework means that sometimes an employee may have more than one boss and that results in a poor performance of that employee. In the article “Lost in Transmission – Behind GM’s Slide…” the company was facing a similar problem. The employees often felt they had more than one boss and were given too much workload from many superiors. This results in under performance and fatigue of...
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...1. Would you describe Jim Steiner’s approach as a Transactional, Charismatic or Transformational style of leadership? Styles of Leadership can play and important role in organisational development. To explain this it is best to analyse the meaning of each style. The three most common styles are Transactional, Transformational and Charismatic. Transactional: This style is common amongst many companies. It is based on reward and punishment as a means of motivation. This type of leader has all the power to make staff do what they are told. He/she has complete control over staff. The Staff are given an assignment and must do it in accordance with the requirements of the leader. The reward is in the form of money or any award for compliance or effort. The punishment for not complying could be dismissal, loss of bonuses, et cetera. The Transactional Leader makes it clear at the onset what is expected of the staff, what results are to be achieved, what orders are to be followed, when the task is to be completed. The results will determine whether the employee is rewarded or punished. This style is for people who lack ambition, who are happy with the wages they receive. People who like to be led, the type of people that come to work, do what they are expected to do, and then go home. I would not place Jim Steiner in this category. From what is written, if he was this type of Leader he would have followed corporate managements request and gotten rid of the existing management team...
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...GHANA INSTITUTE OF MANAGEMENT AND PUBLIC ADMINISTRATION (GIMPA) GMBA 710: MANAGING ORGANISATIONS CRITICAL SUCCESS FACTORS FOR EFFECTIVE TEAMS: A CASE STUDY OF THE TEAM DOTED (GMBA GROUP C) DENNIS OWUSU - SEKYERE (215003500) LECTURER: DR. BEN SARPONG MENSAH DECEMBER 2014 TABLE OF CONTENTS Content Page Table of Content...................................................................................i Introduction ..........................................................................................1 Group Profile & Overview....................................................................1 Group Formation Process .................................................................2 The Evolution from Work Group to Work Team.................................4 Critical success factors for Effective Teams.........................................5 Leadership & Power.............................................................................5 Effective Communiation........................................................................5 Motivation…………………....................................................................6 Group Diversity....................................................................................7 Decision Making…...............................................................................8 Climate of Trust...
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...After the National Transportation Safety Board banned the use of cell phones while driving due to safety concerns, many companies are changing their policy on employee cell phone use. Derek Wong, owner of an appliance repair service company in Klang, told his employees that the company’s new policy is: “No cell phone use while driving.” However, he is having a difficult time enforcing the policy. What suggestions would you give Derek about getting his employees to change their behavior? Derek Wong is an owner of an appliance repair service company, so he is part of the management and it is his responsibility to ensure the safety of his employees either at the work or on-the-move. “No cell phone use while driving” policy will be enforced to his employees and the suggestions will be as below: i. The management will invent hands-free earphone with the blue-tooth technology so that it can be used while driving. The management will provide the products to all employees as part of the benefit so that they are contactable at all time. This will make employees happy and driving will be safer. In addition, there will be no excuse on the non-answering calls from clients. This will increase the public confidence in the company. ii. The product provision to employees could also be part of the marketing strategy for the organization. The employees or sales persons could confidently introduce the product to other people as they are personally testing the product...
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...Managing People and Organisations 1. With references to the case study, summarise the relationship between goals, objectives and policy and advice the management of Scotia Airways of the contribution each will make to effective managerial performance. Goals determine the nature of inputs (the employees, management efforts) and outputs (quality of service). Goals also determine the interaction it has with its external environment. It is a future expectation. Goals are generically for an achievement or accomplishment for which certain efforts are put. Objectives are specific targets within the general goal, are time-related to achieve a certain task. The words Goal and Objective are often confused with each other. They both describe things that a person may want to achieve or attain but in relative terms may mean different things. Both are desired outcomes of work done by a person but what sets them apart is the time frame, attributes they are set for and the effect they inflict. Comparison chart | Goal | Objective | Meaning: | The purpose toward which an endeavour is directed. | Something that one's efforts or actions are intended to attain or accomplish; purpose; target. | Action: | Generic action, or better still, an outcome toward which we strive. | Specific action - the objective supports attainment of the associated goal. | Measure: | Goals may not be strictly measurable or tangible. | Must be measurable and tangible. | Time frame: | Longer...
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...Case Study Material Scotia Airways is a small private airline based in Glasgow, Scotland. The airline was launched in May 1996 by a group of independent business investors. The headquarters of Scotia Airways is located next to Glasgow International Airport. The airline operates scheduled flights, mainly targeting business and leisure travellers and aims to provide exceptional value for money, unparalleled comfort and convenience to its passengers, every time they are on board. Scotia Airways initially established itself in the UK domestic market but now flies directly to some of the well known commercial hubs of Europe, thereby connecting them to the main cities of Scotland. The airline has an increasing presence at Scotland’s main airports in Glasgow, Edinburgh and Aberdeen. It offers several value added services, such as, valets to assist the passengers in boarding the plane, gourmet meals and a range of in-flight services and entertainment. Scotia Airways is the first airline to offer full business class services, but at prices that are equivalent to the economy class of its competitors. The airline currently covers eight destinations across Europe, including Brussels, Paris, Frankfurt, Madrid, Rome, Lisbon, Amsterdam and Copenhagen as well as domestic flights to Manchester, Birmingham, Bristol and four London airports. The airline has a fleet of five aircraft which the management team feel enables the business to be responsive to the demands and challenges of the market...
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...F84T 34: Managing People and Organisations. Outcome 1: Explain the characteristics and purpose of the organisation and it’s environment. 1. Analyse the relationship between organisational goals, objectives & policies and explain their contribution to effective management in the case study. There are four main types of goals: Consumer goals which refer to supplying a product or service that the market/consumer wants. Suzy’s consumer goals were to create gourmet chocolates to a very high standard, attention to detail and offering a unique product is a very important to Suzy as well as specialist chocolates for customer’s requirements. Product goals which refer to supplying an outstanding value proposition compared to other products perhaps due to the likes of quality, design, reliability and novelty. Suzy worked to offer a unique product, novelty and high class chocolates for her customers. She soon built up a reputation for dependability through always delivering orders on time. Operational goals which refer to running the organisation in such a way as to make the best use of management skills, technology and resources. hey joy of Chocolates operational goals are; all staff supported in developing their skills, training for the production staff ensured a high level of expertise. Hafiz holds a personal development review every four months to give feedback; he also uses job rotation to build knowledge further. Encourage a positive culture of staff development...
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...Introduction In every organisation and every department there are challenges faces by managers and employees at all levels. This essay will attempt to identify the problems and challenges in the Media Relations team and the Corporate Communications department as a whole in UBS Americas in the wake of company-wide cultural and procedural changes. It will endeavour to explain them with the help of management theory and offer practical and real solutions. Company Overview, My Team and Role UBS AG is a huge international banking firm, employing over 66,000 employees worldwide. Based in Switzerland, it's second largest branch is based in the United States, with further extensive branches in over 50 countries globally including the UK, Hong Kong and Singapore. With the two main branches in Switzerland and the US, the corporate culture has been one of internationalism and at the same time, locality, adopting different practices and processes in each of the main branches. The UBS Americas Investment Bank Corporate Communications department has undergone recent changes. Previously, the department was responsible for handling all PR, external and internal communications objectives for the Investment Bank and Global Asset Management. It was also responsible for Wealth Management Americas branch PR and Financial Advisor (FA) communications across the country. The Media Relations team in the Corporate Communications department was previously responsible for handling all...
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...tony and Mags. They are the owners; Below them you have Adam and Euan. Adam is the general manager and Euan is the head chef. Adam has control over Mark who is the Assistant manager. Mark is then in control over all the waiting staff. In the Kitchen Euan is in charge of all the kitchen staff. Recommendations A recommendation would be to cut down a level of management as it would not just save money but it would give Tony and Mags a better feeling of control over staff. If Tony became head chef he would save the money he is paying Euan for his work. If Mags became general manager and gave Adam the job of supervisor they could get rid of Mark as assistant manager as this is a title/level of hierarchy that isn’t needed in such a small organisation. Applying the contingency approach. The task is fairly simple in a hotel, Prepare and serve food and drinks to the customers. By getting rid of Euan and Mark the business will still get the job done. Staff may get more work which may been seen by them as more responsibility. The size of the hotel is small so its not needing as many levels of management as it has as little management is needed to control the very few numbers of staff. Relationships The are four different relationships in the business; Line, Staff, Functional, Lateral. An example of a line relationship would be Mags to Adam. An example of a staff relationship would be Chloe to Tony. An example of a functional relationship would be Rory to Albert. An example of...
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...w rP os t S 908C22 AN INTRODUCTORY NOTE ON MANAGING PEOPLE IN ORGANIZATIONS op yo Ann Frost and Lyn Purdy wrote this note solely to provide material for class discussion. The authors do not intend to provide legal, tax, accounting or other professional advice. Such advice should be obtained from a qualified professional. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2008, Ann Frost and Lyn Purdy 1 Version: (A)2008-10-21 tC The work of organizations is done through people. Elaborate structures, systems, rules, and reporting relationships do little more than provide guidance for such behaviour — they do not produce it. Eliciting the needed behaviour is the job of managers. Increasingly, firms are also dependent on more than mere compliance to the dictates of management. Rather, a firm’s competitive success rests on its ability to respond quickly and flexibly, to innovate, and to continually improve. To achieve success, the organization requires the commitment of its members...
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...Organizational goals, objectives and policies Goals are critical to organizational effectiveness, and they serve a number of purposes. Organisation can have several different kinds of goals and they all have to be appropriately managed. A number of different kinds of managers must be involved in setting goals. Purpose of Goals: Effective goal planning facilitates effective planning. Goals have following functions: 1. They provide guidance and unified direction for the people in the organization. 2. They serve as a source of motivation for the employees. 3. Goals provide a mechanism for evaluation and control. The goals may be in the form of: • Consumer’s goals: the basic reason for the existence of business organization is to make profits and profits are created by consumers. Knowing the needs of the consumers, its fulfilment and satisfaction is one of the primary goals. • Product or service goals: Organizations have a basic goal of creation of goods and services. The goods produced should be of high quality. • Operation goals: relate to goals to run the operations of the organization smoothly. • Secondary goals: all the goals which are not the main part of business. However, it does not imply that are unimportant. For example, protection and enhancement of human resources. Plans of an Organisation After mission has been established and the objectives clearly spelt the next step is the creation of plans in the organization. Plans are...
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...MPO STAKEHOLDERS V SHARE HOLDERS This article is basically about the importance of the ‘Firms’ which are both Stakeholders and Shareholders but the Fact is local and big businesses are focusing more on the consumer, ‘shareholder’ rather than the Stakeholder. The wants and needs of the Shareholder come first. Companies are more focused on customer satisfaction but there is some that put their staff before customers such as ‘John Lewis’. ‘Short term pursuit of gain is rarely likely to benefit a business in the long run anyway’. The point being made is companies want to maximise the values of their Shareholders but don’t want to put Stakeholders at risk as they wish to make the business a lasting one and the employees are important to max a long-term shareholder as quoted ‘If retaining talented staff is a managers’ hardest task, Devotion to employees may be the best way to maximise long-term shareholder value. I agree with the statement on the maximisation of the shareholders but I also think it is important to split it equally between the stakeholders and shareholders. They both play a vital part internally and externally. But with Stakeholders Plans and adjustments must be made for a business to adjust and thrive so maybe it is best to put the stakeholders before the shareholder. It has to be balance as the Stakeholders wish to keep in the shareholders happy as they are the Managers, Owners, Employees and Customers who will keep the company rolling forward. I think without...
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...MANAGING ORGANIZATIONAL STRATEGY Level 6 44-6884-00N 2013-2014 Yorkshire Tea’s strategic choices Module Leader UK: Lilia Zerguit Module Leader Singapore: Jassni Hambali Student Name: Pham Tuan Anh Student ID: 23044827 Words count: 4712 (excluded cover page, table of contents, figure, in-text citation and references) Table of Contents 1. Executive summary 3 2. Introduction 4 3. Critically analyze the major strategic options that Yorkshire tea might be adopted 5 3.1. Yorkshire Tea current strategy overview 5 3.2. Innovation option combine with organic development method and low-price strategy 6 3.3. Internationalization option combine with organic development method 8 3.4. Market development direction combine with strategic alliance method and low-price strategy 9 4. Yorkshire Tea’s internal, external and competitive environment analysis 10 5. Strategic options evaluating 15 5.1. Innovation strategy combine with organic growth method and low-price strategy 15 5.2. Internationalization strategy combine with organic development method 17 5.3. Market development direction combine with strategic alliance method and low-price strategy 19 6. Strategic options recommendation 21 7. Conclusion 23 8. References 23 1. Executive summary Throughout this report is all about the strategic directions, options and methods in order to generate the most possible strategy for Yorkshire Tea Taylors of Harrogate, which is a traditional family company...
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