...business organisation (a) (b) (c) (d) (e) Define ‘business organisations’ and explain why they are formed. Describe common features of business organisations. Outline how business organisations differ. List the industrial and commercial sectors in which business organisations operate. Identify the different types of business organisation: (i) (ii) (iii) (iv) (v) Commercial Not-for-profit Public sector Non-governmental organisations Cooperatives Intellectual level K K K K K A2 Stakeholders in business organisations (a) Define stakeholders and explain the agency relationship in business and how it may vary in different types of business organisation. Define internal, connected and external stakeholders and explain their impact on the organisation. Identify the main stakeholder groups and the objectives of each group. Explain how the different stakeholder groups interact and how their objectives may conflict with one another. Compare the power and influence of various stakeholder groups and how their needs should be accounted for, such as under the Mendelow framework. K (b) (c) (d) (e) K K K K EXAM FOCUS POINT This chapter lays the foundation for an understanding of what organisations are and how they are controlled. These topics represent a higher level of knowledge. According to the Study Guide you must be able to apply knowledge to exam. 1 Purpose of business organisations 1.1 What all organisations have in common An organisation is: 'a social arrangement...
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... ------------------------------------------------- Title Page Introduction (p5) Part 1: 1.1 Primary roles, functions and activities of different management levels including their interface with organisational behaviour. (p5) 1.2 Concepts of organisation and behaviour and the characteristics of organisational culture (p7) 2.1 Individual contribution and assessing alternative approaches to personality and its measurement. (p9) 2.2 Process of perception and any distortions that may arise. (p10) 2.3 The concept of attitudes and the problems of attitude change including solutions like the learning process and its key theories. (p11) Part 2: 3.1 Comparing and contrasting need theories, behavioural models and process approaches. (p12) 3.2 Problems of motivation and the implications for management of the different theories. (p12) 3.3 The main approaches and recent developments in improving job design.(p15) 4.1 The concepts of morale and job satisfaction and their relationship to performance. (p16) 4.2 The sources of and reactions to frustration and alienation at work. (p17) 4.3 Analysing stress, appreciate its links to personality and recognise how best to handle stressful situations. (p18) Part 3: 5.1 Distinguishing formal and informal groups and their effects on behaviour. (p20) 5.2 Key characteristics and functions of effective workgroups and the process of group development.(p21) 5.3 Roles or...
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...process included conducting in depth interviews with two of the department heads and also with a reporting subordinate. Other sources include organizational statements posted online and the behavioural aspects of employees as monitored before and during the interview process. The research draws attention to key findings that the organisation fosters open communication and there is a strong commitment from top management towards employees. The communication channels applied most frequently are informal, such as word-of-mouth and telephone coupled with a company intranet or emails which the employees can access. The dialogic communication has paved way for strong interpersonal relationships between the employees. While the firm’s operations are currently goal oriented, as the firm plans to enlarge its scale, operations will lean towards being process oriented. In such situations it will be difficult to sustain an informal communication structure and there will be a realization for a more formal communication structure. The report evaluates this range and concludes that even though the current communication practices in the organization are satisfactory, there is always a scope for improvement as there as in scenarios of expansion. The organization should strategize communication culture to maintain a healthy communication environment and shift from a goal based and client oriented work force to a communicating and strategic management. The key recommendations from this audit...
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...COURSE DESCRIPTION Develops ability to identify, analyze, and evaluate reasoning in everyday discourse. Examines the elements of good reasoning from both a formal and informal perspective. Introduces some formal techniques of the basic concepts of deductive and inductive reasoning. Promotes reasoning skills through examining arguments from literature, politics, business, and the media. Enables students to identify common fallacies, to reflect on the use of language for the purpose of persuasion, and to think critically about the sources and biases of the vast quantity of information that confronts us in the "Information Age." INSTRUCTIONAL MATERIALS Required Resources Soomo (2013). Critical Thinking. [Webtext]. Asheville, NC: Soomo Publishing. Note: For each week of the course, all of the following materials in the Preparation and Evaluation portions can be accessed through the Webtext link within Blackboard. The Activities portion (discussion question) will not be located in Webtext, but rather in a separate Blackboard link within your shell. Supplemental Resources Critical Thinking Community. (2013). Defining Critical Thinking. Retrieved from http://www.criticalthinking.org/pages/defining-critical-thinking/766 Ellerton, P. (2011). Reason to Think. Issues, (95), 33-35. ETS. (2013). Introduction to the Argument Task. Retrieved from http://www.ets.org/gre/revised_general/prepare/analytical_writing/argument/ Holyoak, K., & Morrison, R. G. (2005)...
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...set layout which is often used to analyse a situation or date based on information (that has been researched or found) Recommendations are often given based on the analysis of the findings. Purpose: The main function of a report is to Aid Decision Making. They can be Formal or Informal. They can be Routine (e.g Sales report) They can be Special Occasional (e.g Special projects and market research about lunching new products) Advantages: They are often written to save managerial time and therefore money. They are good source of reference and provide a record. They enable access to information in an easy to understand format. They make suggestions or recommendations based on Knowledge and research. Before writing a report, you need to consider whether it is being used to: Inform Recommend Instruct Need to consider AUDIENCE: Expectations Language Understanding Present your information in an ORGANISED LOGICAL way to make it clear. NEED TO CONSIDER WHETHER VISUAL AIDS WILL ENHANCE UNDERSTANDING. NOTE: ALL info in Reports needs to be communicated IMPARTIALLY, so user can make OWN JUDGMENTS. If Bias is detected it can undermine the credibility of the report. Recommendations reflect your opinions. TYPES OF REPORT 1. INFORMAL REPORT INTRODUCTION outlines purpose/how you researched your information. FINDINGS CONCLUSIONS AND RECOMEMENDATIONS. 2. SHORT FORMAL REPORT will contain the following headings: ...
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... Signature: Date: 30.3.15 Assessment Criteria | Question it has been covered in | 204/304 – 1.2 | Question 1 | 204/304 – 1.1 | Question 2 | 204/304 – 2.1 | Question 3 | 204/ 304 – 2.2 | Question 3 | 304 – 2.3 | Question 3 | 204/304 – 3.1 | Question 4 | 204/304 – 3.2 | Question 4 | Key Words | Definitions | Describe | * To say or write what someone or something is like | Explain | * To make something clear or easy to understand by describing or giving information about it | Question 1:What is meant by the term ‘duty of care’? How does it contribute to the safeguarding and protection of your service users? | | | | | | Duty of care means providing care and support for individuals within the law and also | | | within the policies, procedure and agreed ways of working of my employer. It | | | contributes to the safeguarding and protection of service users as it is my duty of care | | | to raise any concerns I may have about any aspect of my work such as poor working | | | conditions and poor practice by staff, and to safeguard individuals from harm such as | | | abuse. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 204-1.2, 304 – 1.2 | | Question 2:Explain what it means to have ‘duty of care’ in your job role. | | | It means making sure that I provide a good quality and standard of care. It is my duty to | | | take...
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...INTRODUCTION This study entitled "Register Analysis on Philippine Movie Advertisements of Star Cinema" was conducted to have the following goals: first, to characterize linguistic factors such as diction and language variety and second, to characterize non-linguistic factors such as types of movies. This research is expected to be beneficial for the students, the advertisers and the other researchers. It shows a specific example of register namely the register on Philippines movie advertisement. This can be used as an additional reference for studying language and creating advertisements text that is considered to be efficient and effective for attracting and encouraging readers to make use of the company with its products and services. Moreover, the results of this research also can be hopefully used as a reference for those who are interested in analyzing language variety, especially the one in movie advertisement. Communication also happens in the business and industry. The most common form of communication in business and industry is between the manufacturers and the consumers. In business, someone will do everything to get the maximum profit and the success of his/her company. One of their effects is through advertisement. It represents pictures of life in daily life. Advertisements are identified as the texts that do their best to get people‟s attentions to make them turn toward them (Goddard, 1998: 6). The purposes of advertisements are to influence and motivate the public...
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...Student Assignment Covering Form |Course/Unit Information | |Course |Pearson (Edexcel) BTEC Level 5 Higher National Diploma | |Unit No. |Unit 47 | |Unit Name |Employability Skills | |Unit code |A/601/0992 | |Batch |OME10-ES-ParagTikekar-1605 | |Instructor Information | |Name |Parag Tikekar | |Phone |+97150 578 5927 | |Email |paragtikekar@yahoo.com | |Assignment Information ...
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...PLAGIARISM POLICY”. Course: Management Theory and Practice (8506) Semester: Autumn, 2011 Level: MBA/M.Com Total Marks: 100 Pass Marks: 50 ASSIGNMENT No. 1 (Units: 1–5) Note: Attempt and questions. Q. 1 a) Define manager and differentiate between general manager and functional manager. Also discuss the different levels of managers with suitable examples. (12) b) Discuss the contribution of Henry Fayol in the field of Management. (08) Q. 2 What is meant by rational decision making? Explain the steps of rational decision making with a suitable example. (20) Q. 3 a) Define Management By Objective (MBO). Differentiate between Strategic planning, Tactical planning and Operational planning. (2+10) b) Explain the following planning tools: i) Forecasting ii) Benchmarking iii) Scheduling iv) Budgeting (2+2+2+2) Q. 4 a) Define the term “Delegation”. Also describe the seven steps to effective delegation. (3+7) b) Explain the following concepts: i) Centralization ii) Decentralization iii) Authority iv) Span of control v) Span of Control (2+2+2+2+2) Q. 5 a) Define Leadership. Differentiate between Leader and Manager. (2+8) b) Discuss the following approaches to leadership in detail: i) Bass’s theory of transformational leadership ii) Contingency approach to leadership (5+5) Guidelines FOR ASSIGNMENT # 1 The student should look upon the assignments as a test of knowledge, management...
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...BSBMGT502B Manage people performance Learner Workbook Page |2 Table of Contents Candidate Details ......................................................................................................................... 3 Assessment – BSBMGT502B – Manage People Performance ........................................................ 3 IMPORTANT:................................................................................................................................ 3 Record to be completed by Assessor .............................................................................................. 4 Activity 1.1 ...................................................................................................................................... 5 Activity 1.2 -1.6 ............................................................................................................................... 6 Activity 2.1 ...................................................................................................................................... 8 Activity 2.2 – 2.4............................................................................................................................ 12 Activity 3.1-3.5 .............................................................................................................................. 14 Activity 4.1-4.6 .............................................................................................................................. 18 Activity...
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...School of Marketing Australian School of Business MARK 1012 Marketing Fundamentals COURSE OUTLINE: SESSION 2, 2010 A letter from the Lecturer-in-charge: Mark 1012… … WxtÜ fàâwxÇàá jxÄvÉÅx àÉ à{x ytáv|Çtà|Çz ãÉÜÄw Éy ÅtÜ~xà|Çz4 g{|á vÉâÜáx ÉâàÄ|Çx áxàá Éâà à{x Åt|Ç ÜxÖâ|ÜxÅxÇàá tÇw zâ|wxÄ|Çxá yÉÜ Mark1012? à{x ztàxãtç vÉâÜáx |Ç ÅtÜ~xà|Çz tÇw tÇáãxÜá ÅÉáà Éy à{x Öâxáà|ÉÇá çÉâ Å|z{à {täx ÜxztÜw|Çz à{|á vÉâÜáxA lÉâ Åâáà Åt~x tÇ xyyÉÜà àÉ ytÅ|Ä|tÜ|áx çÉâÜáxÄy ã|à{ ã{tà |á wxàt|Äxw |Ç à{|á wÉvâÅxÇàM ÑÄxtáx Üxtw |à à{ÉÜÉâz{Äç tÇw vtÜxyâÄÄçA TÇç tww|à|ÉÇtÄ |ÇyÉÜÅtà|ÉÇ ÇÉà |ÇvÄâwxw |Ç à{|á wÉvâÅxÇà ;ÑtÜà|vâÄtÜÄç tuÉâà tááxááÅxÇà |ÇvÄâw|Çz à{x xåtÅ? Åt}ÉÜ ÑÜÉ}xvà< ã|ÄÄ ÉÇÄç ux vÉÅÅâÇ|vtàxw |Ç ÄxvàâÜxá tÇw àâàÉÜ|tÄá tá ãx ÅÉäx à{ÜÉâz{ à{x áxáá|ÉÇA [xÇvx? |à |á |ÅÑÉÜàtÇà yÉÜ çÉâ àÉ ;|< ÜxzâÄtÜÄç tààxÇw tÄÄ çÉâÜ ÄxvàâÜxá tÇw àâàÉÜ|tÄáN ;||< ä|á|à à{x BLACKBOARD ãxuá|àx yÉÜ à{|á vÉâÜáx tÇw ;|||< v{xv~ çÉâÜ âÇ|Åt|Ä tvvÉâÇà (i.e.z12345@student.unsw.edu.au) yÉÜ |ÅÑÉÜàtÇà ÇÉà|vxá vÉÇàt|Ç|Çz tww|à|ÉÇtÄ |ÇyÉÜÅtà|ÉÇA Tá t ÅtààxÜ Éy ÑÜ|Çv|ÑÄx? \ ÉÇÄç ÜxáÑÉÇw àÉ áàâwxÇà xÅt|Äá áxÇà yÜÉÅ à{x Éyy|v|tÄ âÇ| tvvÉâÇàáN vÉÜÜxáÑÉÇwxÇvx yÜÉÅ yahoo, hotmail, gmail xàvA tÜx àÉàtÄÄç |zÇÉÜxwA cÄxtáx ÇÉàx à{tà vÜxtà|Çz tÇ tàÅÉáÑ{xÜx Éy |ÇàxÄÄxvàâtÄ xåv|àxÅxÇà „ Éy vâÜ|Éá|àç? w|ávÉäxÜç tÇw wxutàx |á à{x }É|Çà ÜxáÑÉÇá|u|Ä|àç Éy à{x àxtv{|Çz áàtyy tÇw à{x áàâwxÇàáA lÉâ tÜx xåÑxvàxw àÉ vÉÇàÜ|uâàx àÉ ÄxtÜÇ|Çz uç ux|Çz ÑÜÉtvà|äx tÇw ÑÜxÑtÜxw àÉ á{tÜx çÉâÜ ä|xãá...
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...Introduction Leadership involves giving direction to people. It is a very important function in any organization. Leaders should understand that on the shoulders of the people they lead, they lean. This means that people are important in leadership. There are several scholars who have contributed to the knowledge of leadership. Some of the great quotes on leadership are: “The leaders who work most effectively, it seems to me, never say “I.” And that’s not because they have trained themselves not to say “I.” They don’t think “I.” They think “we”; they think “team.” They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, but “we” gets the credit…. This is what creates trust, what enables you to get the task done.” Peter Drucker “The task of leadership is not to put greatness into people, but to elicit it, for the greatness is there already.” John Buchan “If I have seen farther than others, it is because I was standing on the shoulder of giants.” Isaac Newton “A leader is a dealer in hope.” Napoleon Bonaparte Meaning of leadership Wendell French has defined leadership as, ‘the process of influencing the behavior of others in the direction of a goal or set goals or more broadly, toward a vision of the future.’ It is the processes of influencing behavior of individual or group accomplish organizational goals. It is a group effort, cooperation of all individuals sought by a leader for attaining a productive purpose. Koontz...
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...ORGANIZATIONAL BEHAVIOR. THE CHAPTER FINISHES BY RELATING THE VARIOUS FEATURES OF THE BOOK TO LEARNING STYLES AND OUTLINING THE PLAN FOR THE BOOK. LEARNING OBJECTIVES AFTER READING THIS CHAPTER, YOU SHOULD BE ABLE TO DO THE FOLLOWING: 1. Define organizational behavior. 2. Identify six interdisciplinary contributions to the study of organizational behavior. 3. Identify the important system components of an organization. 4. Describe the formal and informal elements of an organization. 5. Understand the diversity of organizations in the economy, as exemplified by the six focus organizations. 6. Recognize the challenge of change for organizational behavior. 7. Demonstrate the value of objective knowledge and skill development in the study of organizational behavior. KEY TERMS CHAPTER 1 INTRODUCES THE FOLLOWING KEY TERMS: organizational behavior change challenge psychology sociology engineering anthropology management medicine task people structure formal organization informal organization Hawthorne studies total quality management (TQM) objective knowledge skill development the CHAPTER SUMMARized I. THINKING AHEAD: CHANGING ADMINISTRATIONS, BUSINESS,...
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...An Assignment On Organizational Behaviour 1 Table of Contents Introduction: ............................................................................................................................... 3 Task: 1 ........................................................................................................................................ 4 1.1 Organisation structure and culture of ASDA PLC and British airlines: .......................... 4 1.2 Asda’s structure and culture impacts on its performance: ............................................... 5 1.3 Factors that influence the behaviour of ASDA’s employees at work: ............................. 6 Task: 2 ........................................................................................................................................ 8 2.1 Effectiveness of the leadership styles used by ASDA and British airways: .................... 8 2.2 Organizational theory practiced at ASDA & how it strengthens management practice: 9 2.3 Management approach used by ASDA and British airways:......................................... 10 Task 3 ....................................................................................................................................... 11 3.1 Impact of Different Leadership Styles on Motivation during Changes: ........................ 11 3.2 Motivational Theories: ............................................................................
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...Table of Contents 1. Understand the relationship between organizational structure and culture: 2 1.1 Compare and contrast different organizational structure and cultures: 2 1.2 Explain how the relationship between an organization’s structure and culture can impact on the performance of the business: 4 1.3 Discuss the factors which influence individual behavior at work: 4 2. Understand different approaches to management and leadership: 5 2.1 Compare the effectiveness of different leadership styles in different organizations: 5 2.2 Explain how organizational theory underpins the practice of management: 5 2.3 Evaluate the different approaches to management used by different organizations: 6 3. Understand ways of using motivational theories in organizations 7 3.1 Discuss the impact that different leadership styles may have on motivation in organizations in period of change: 7 3.2 Compare the application of different motivational theories within the workplace: 8 3.3 Evaluate the usefulness of a motivation theory for managers: 9 4. Understand mechanism for developing effective teamwork in organizations 10 4.1 Explain the nature of groups and group behavior within organizations: 10 4.2 Discuss factors that may promote or inhibit the development of effective teamwork in organizations: 10 4.3 evaluate the impact of technology on team functioning within a given organization: 11 References: 12 Introduction: Organization is the combination of people for...
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