...employees high and keep them motivated so they can perform at their best. Fayol believed that by focusing on management practises he would minimise misunderstanding and increase efficiency in organisations and started synthesising his 14 principles of management, which are considered as the foundation and essential references for present management practices and theories. Fayol’s principles of management are still widely used in organisations by management to perform day to day tasks and other functions. His 14 principals acknowledged the importance of management hierarchy and key management process in any organisation. These principles are as follows (Study mode, 2013): 1) Specialisation of labour. Specialising encourages continuous improvement in skills and the development of improvements in methods. 2) Authority. The right to give orders and the power to exact obedience. 3) Discipline. No slacking, bending of rules. 4) Unity of command. Each employee has one and only one boss. 5) Unity of direction. A single mind generates a single plan and all play their part in that plan. 6) Subordination of Individual Interests. When at work, only work...
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...Chain of Command The Army’s chain of command has been so successful since the beginning of the organization, that many businesses use the same thing. Everyone has their own responsibilities and job descriptions and in order for things to work, they have to stay within the confines of their jobs. TThe reason why organization works more effectively than the military is because of how well the chain of command organizes things. When you join the Army, drill sergeants make sure everyone knows that there is a hierarchy to be maintained. Soldiers immediately learn the different ranking structures and their own responsibilities as well as those in higher ranks. This is learned first because of its importance. The chain of command works to keep all lines of support checking one another to make sure that everyone knows what’s going on and that all soldiers are responsible for themselves. It is important to maintain the chain of command so that this order isn’t compromised. For instance, a soldier wouldn’t go to the battalion commander if he had an issue with his schedule, he would discuss these issues with his NCOIC who has been assigned the responsibility of keeping up with soldiers and making sure they are okay. Sometimes things are set from the top down and there is nothing the NCOIC can do about it. When this happens, the NCO can go up the chain to a higher NCO who can advocate for the soldiers. The commander is responsible for meeting and hearing the needs of the higher...
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...How to Find a Hostname for an IP Address How to Find an IP Address and Port Number The Five Stages of the Strategic Management Process Departmentalization is an aspect of organizational design that includes the subdivision of a business into units based on their function or other criteria. Most companies, including restaurants, are likely to use two or more types of departmentalization simultaneously. Some of the standard methods of departmentalization include grouping jobs by functional activities, product types, customer groups, geography or location, processes, and chain of command. Ads by Google Free Org Chart Maker Make an organizational chart & work w/ others online. Free 7-day trialwww.lucidchart.com/org-chart-maker Location A restaurant is likely to use a combination of different groupings. Location is likely to be used in a restaurant chain, where more than one branch of the same chain exists in a region, city or county. For example, the 25 percent of McDonald’s restaurants that are not franchises are managed by a hierarchy of staff, including area supervisors. Each area supervisor is responsible for the performance of a group of stores in a specific geographical area. Function Functional departmentalization in a restaurant could operate by separation of sales and marketing versus operations. Operations in the...
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...high school where the student attended. Sergeant Hoopers actions have blemished the image of the United States Marine Corps tremendously. Sergeants Hoopers careless actions could cause that particular high school to never allow Marine Corps recruiters back into that high school ever again. Also, his embarrassment will defiantly affect the recruiting efforts in that particular sector. Although Sergeant Hooper admitted to his actions, and embraced his punishment, the effect of his action on the victim, her family, and her community will take years to heal. 3. Opinions – This sections states the individual, group, and research SUPPORTED opinions. In my opinion, I feel that Sergeant Hooper punishment fits the crime. His current recruiting command is going to have to demonstrate damage control about this incident and work tirelessly to regain their trust in that community. The credibility of the Marine Corps recruiting efforts is going to have to be reestablished among that community and fellow armed forces. Most importantly Sergeant Hooper needs to do everything he can to obtain the forgiveness of his victim and her family. 4. Solution (leadership recommendations)...
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...Caroline Rador Western Governors University LET1-Task 2 Organizational Behavior & Leadership Executive A the CEO of the company according to the given profile exhibits qualities associated with a level five leader. Level 5 leader’s are self motivated and have a clear defined mission; take the current state of a company and create a financially, successful and sustainable organization his own needs are seen as secondary. Prior to Executive A becoming the CEO the company was losing millions each year due to low stock value. During the second quarter after taking the position as CEO the company posted a profit as the value of the company stock increased by 128% as stated in the given and level 5 leadership. A level 5 leader is confident in their abilities to identify and surround themselves with the right people and then delegate. These leaders are not interested in monopolizing the work but in molding people who are contributors to the success of the company. Executive A takes pride in developing strong leaders which are qualities of a Level 5 leader. This leader is humble and does not have the need to be noticed or recognized for his/hers sizeable contributions to the company, the mere fact that the company is successful is enough. Executive A in the given has been credited and praised by the media for the financial growth and success of the company but is humble and often gives credit to the team leaders of the company, these are qualities as defined of a level 5 leader...
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...Next, she can move on to interrogate the accused employee. When negative information is to be relayed to an employee, the office manager should sandwich the negative question between two positive ones. Example, if the accused employee is someone with a good exemplary record, the office manager can start by saying how hard working the employee is and how professional she carries herself, but there is a report from another employee that you were seen taking drugs from the supply cabinet. Depending upon her response, the medical office manager must follow the proper chain of command in the medical office to report the incident. Per Deborah Proctor, Chain of command allows the office staff to consult with the provider about administrative or clinical problems, criticisms, or grievances; this allows the individuals whom the provider has placed in charge to have the first opportunity to solve problems (Kinn’s The Medical Assistant Approach, Chp 18). It also allows the provider to check on the operation of the office, distribute information on policy changes, and correct errors or grievances by dealing with one person instead of all...
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...All companies that are available today have a structure of the positioning of its employees. It shows how work is divided and how the co-ordination works between the members of the organization. The structure also shows how the tasks and responsibilities will be delegated and the way of communication is done from the top level of management to the lower level of objectives, list the tasks, divide work into groups, centralisation or decentralisation, organisation‟s principles, span of control and chain of command. The reason being is because it will help the organisations (Asian paints and Bombay paints) to develop an appropriate structure where in which it will able to link individuals in established network of relationships so that authority, responsibility and communications can be controlled. It is also necessary to assign suitable levels of authority and responsibility to groups or individuals to achieve the desired outcomes of the organisation. This creates a hierarchy or chain of...
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...appropriate rules and procedures. Fayol created 14 principles of administration to go along with these five goals. 1. Division of work: work is divided according to skill and technical expertise; each item of work be given to the employee most qualified for it 2. Authority and responsibility: Fayol defined authority as 'the right to give orders and the power to exact obedience.' He emphasized the importance of linking authority to responsibility. 3. Discipline: obedience and behavior of respect. 4. Unity of command: an employee should receive orders from one superior only. 5. Unity of direction: only one head shall lead a group with the same objective 6. Subordination of individual interests to the general interest: an individual should give priority to the company before himself 7. Remuneration of personnel: pay should depend on performance 8. Centralization: an element of centralization should always be present; all employees should be linked to a central authority 9. Scalar chain (line of authority): communication with another department has to go up the chain of command and then down the other...
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...hospital case, they should preferably go for computerization at least in the pharmacy stock, because the use of automated system will help smooth running of its operations. As the scissor lost case reveal the importance of Just in time method, especially when the whole pharmacy area is operated by only one person. Q. 2. Assuming Dr. Khan’s study of the situation is correct and computerization for HH is essential, what are the resistances you see in Dr. Dhan? As Mr. Dhan is operating the hospital for years and being able to manage all the accounts and other information efficiently without computerization, therefore he is not ready to accept the importance of automation in stock and accounts related operations. Mr. Dhan does not realize the importance of automation until he himself use and see the role the computerization play in the smooth running of the organization. Q.3. if you were in the place of Mr. Khan what will you do to overcome the resistance to change? It is very essential to convince him about the importance of computerization for the hospital. Especially the out of stock items and theft case will be more powerful to convince him to overcome these problems through the use of automation. Moreover we can use the example of Partika Hospital for the importance of computerization in the world of growing competition. Case No. 2 Mr. Tom Case Q. No 1. What will be your SWOT analysis for the company? Strengths 1. Already...
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...Human Factors in Maintenance Kevin Carr Embry-Riddle University Nigeria Airways Flight 2120 Nationair DC-8 Flight 2120 took the lives of 247 passengers and 14 crew members; 261 in all; during takeoff on July 11, 1991. The jet was owned by Canadian airline Nolisair, and was being operated by a Nigerian company to transport Nigerian pilgrims in and out of Mecca. The DC- 8 caught fire during take-off from Abdulaziz International Airport, Jeddah, Saudi Arabia. Pilots noticed problems during early stages of take-off and only made it 671 meters in elevation before attempting to turn around for a emergency landing. It was too late; the under inflated tires had overheated began to catch fire. The fire grew and blew out the hydraulics which made the emergency landing impossible. This was the worst wreck a DC-8 had ever experienced and has held the record for many years following. The NTSB concluded that the fire could have been handled by leaving the landing gear extended and away from the plane. Although the pilots failed to make the right decision, and added just one more human error to the equation, it was the obvious neglect by the maintenance team that caused this horrific accident. There are many human factors which played a vital role in the crash. The maintenance team failed to inflate the #2 and #4 main gear tires after recognizing the pressure during the pre-flight. An attempt to inflate the tires failed because there was no nitrogen available at the location. Further...
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...Organizing, meant the development of resources, both capital and human * Commanding, meant keeping the processes of the business running. * Coordinating, meant syncing the group’s efforts in the best possible way. * Controlling, meant that all the above activities were done according to appropriate rules and procedures. Fayol created 14 principles of administration to go along with these five goals. 1. Division of work: work is divided according to skill and technical expertise; each item of work be given to the employee most qualified for it 2. Authority and responsibility: Fayol defined authority as 'the right to give orders and the power to exact obedience.' He emphasized the importance of linking authority to responsibility. 3. Discipline: obedience and behavior of respect. 4. Unity of command: an employee should receive orders from one superior only. 5. Unity of direction: only one head shall lead a group with the same objective 6. Subordination of individual interests to the general interest: an individual should give priority to the company before himself 7. Remuneration of personnel: pay should depend on performance 8. Centralization: an element of centralization should always be present; all employees...
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...military’s training programs to work at its best as the primary trainers in a professional army, and to the enlisted men’s sense camaraderie. Commissioned officers and NCOs share the same goal, which is to accomplish their unit’s mission, and it is apparent that their responsibilities are associated and must be shared. The ability of commissioned and warrant officers to work together with the NCOs is an important aspect of effective leadership; and to enhance this effective working relationships, they must know both the similarities and differences in their respective duties and responsibilities. Officer and Noncommissioned Officer Relationship Understanding the commissioned and non-commissioned officers’ professional relationship and its importance will point to one’s concern with who is responsible for what, and the differences or similarities of officer business...
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...Respect, especially in the Army is a very important value to live by. It is much more than just talking kindly and listening to someone. It is the process of taking into consideration someone’s emotions, feelings and needs. You must also focus on their ideas, thoughts, and preferences. It is showing someone that you value their time; that you care what they have to say. Showing someone respect allows that person to know and acknowledge that you are tracking them and that you comprehend and believe in what they are saying, It is important to allow someone to feel your respect for them. It will ease the conversation and create trust. Behavior and attitude will allow the person demanding respect to feel that respect. When we respect each other, there are fewer conflicts. People get along easier and avoid the un-necessary drama associated with a lack of respect. For those of us in the military, this is very important. Respect is not only shown verbally, but also by one’s behaviors and actions. For example, if someone (be it a soldier or not) you respect asks you to do something—you should show him or her the respect they are asking for and do what they say. Don’t argue, just do it. In the Army this often comes into play on a daily basis. If someone you respect asks you to do something, you should do it immediately and without hesitation. You should do it quickly. For instance, if someone asks you to go knock out twenty-five pushups, mountain-climbers, dips, pull-ups, crab walks...
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...Importance of Communication Michelle Rogers Grantham University Week 7 Assignment Importance of Communication Communication is a complicated process. It consists of a message, a sender, a recipient and a multitude of factors in between. The three basic styles of communication can best be categorized as: passive,. aggressive and assertive. It's useful to keep in mind that most people use a combination of these three styles, depending on the environment and circumstances. For example, your communication style with your colleagues may differ from your interactions with your parents. Passive communicators generally avoid conflict, let other people make choices and are easily manipulated by other people. They don't like to "rock the boat" and often wish they had handled things better after the fact. Aggressive communicators have a selfish approach to interaction, generally having little regard for the opinions or feelings of others. They use criticism and ridicule and achieve goals at the expense of others. They tend to blame anyone but themselves for things that don't suit them. Assertive communicators display self-confidence, show a genuine interest in problem-solving and have the ability to listen to all sides of a story. They have the ability to confront conflict in a positive and mutually beneficial manner. They can say the right thing at the right time and are direct and...
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...Introduction Henri Fayol was born in 1841 in Istanbul, is often known as the person who developed a general theory of business administration. He was a mining engineer who worked as the managing director of a big French mining company named as Compagnie de Commentry-Fourchambeau-Decazeville for the last 30 years of his working life (1888–1918). He died in Paris in 1925. He suggested the following 14 principles as the general principles management: Fayol’s 14 principles derive from the circumstance that Fayol felt that management was not well defined. In his striving to change this circumstance he suggested “some generalized teaching of management” to be a main part of every curriculum at places of higher education and even beginning in “primary schools” . Fayol’s dedication to this idea is demonstrated by the fact that after retirement he went on to not just write books about management ideas, but more importantly, he found the Centre For Administrative Studies (CAS) in 1917 in Paris . The CAS mainly functioned as a centre of discussion between professionals from a large variety of professions, in order to further the knowledge and understanding of management principles. Discussion is what Fayol had in mind, when he presented his 14 principles . In Fayol’s own words: “Are they [the principles] to have a place in the management code which is to be built up? General discussion will show”. In the following I will discuss each of his principles under the aspect of a comparison...
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