...Organizational Communication Organizational communication is a process through which organizations forge and shape events. Being a process, organizational communication is best understood by three different approaches: functional, mind-centered, and emerging perspectives. Functional approach asks how messages move within organizations and for what purpose communication works. The meaning-centered approach asks what communication is or if communication is responsible for decision making, organizing, or culture. The emerging perspectives ask if communication is a part or necessary process of social construction. The underlying message is that organizational communication can be explained through these three perspectives and that the organization can be successful in its endeavors if it employs what is argued by the approaches. The afore-mentioned approaches: functional approach, meaning centered approach, and emerging perspectives are vital in solving any company's communication problems. The functional approach describes communication as an intricate organizational process that serves the function of organizing relationship, change, and relationship functions, simply put, what messages do. The way messages move in an organization is understood by describing communication channels, networks, distortion, communication load, and message directions. This theory suggests that communication is responsible for transmitting rules, information, and regulations through the organization...
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...Organizing as a Function of Management Video Quiz Transcript Track Progress Show Timeline Taught by Sherri Hartzell Sherri has taught college business and communication courses. She also holds three degrees including communications, business, educational leadership/technology. Once a plan is in place, a manager must put it into action. This lesson explains the role of organizing as a function of management as well as its relationship with planning. Organizing as a Function of Management The major functions that a manager completes can be categorized into four different functions, known as planning, organizing, leading, and controlling; a fifth function of staffing also appears in some management literature. This lesson will focus on the second managerial function, known as organizing. The organizing function is carried out once a plan, or an outline for how to achieve some organizational goal, is in place. Many believe organizing is the most critical of managerial functions because of its ability to help or hinder an organizational plan and thus profoundly affect organizational success. Many believe that organizing is the most critical of the managerial functions. organizing Think about any team sport and how important organizing is to the success of the team. A coach will spend countless hours planning various plays and formulating strategies to beat the opponent. However, those plays and strategies are only as effective as how well the coach organizes...
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...e A set of communication media with thei:- corresponding communications, such as a filled-in fonn, a phone call, a copy of an order, or a file system query for organizing and processing information. e A gigantic database with users accessing and manipulating data. An automated office information system (0 IS) attempts to perform the functions of the ordinary office by means of a computer system. Automation in the office particl~larly aids the office worker in document preparation, information management and decision making. Such systems may be as modest as a group of independent word processors, or as complex as a distributed set of large, communicating computers. Within in this spectrum is a central computer with several interactive terminals, or a set of small interconnected computers. In either system the office worker would use a work station to perform his work, and that work station would be capable of electronically communicating with other work stations. In this paper we distinguish office information systems from data processing systems both by the autonomy of the system's parts, and by function. A data processing system is used to im A set of activities resulting from requests for service, each with a specific precedence. Each activity requires a supporting file system. e/\ set of people "executing their procedures" ("carrying out tasks"), communicating with and referencing a supporting file system. e A set of communication media with...
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...company plans, constructs, and commercializes personal computers, mobile communication devices and portable digital music and video players. As well, the company also sells several associated software, services, peripherals and networking solutions. Some of, it’s well known hardware products are the Macintosh computers, the iPod, the iPhone and the iPad. In present, the company operate with 300 retail stores in ten countries and an online store through which it sells its hardware and software products (Apple Inc., 2010). The thesis statement of this research report is that, what kind of management approaches are used by Apple Inc. to manage the different functions such as planning, organizing and controlling, so that company can make strategic planning and effective decision making process. Management Approaches of Apple The approaches of managing people in the firm uses by Tim Cook are quite different from the approaches used by Steve Job. Steve Job was a great entrepreneur, who had follow hub-and-wheel management approach to organize a multinational corporation; on the other hand, Tim Cook is more cooperative than Steve Job and follows the management theory of Taylor’s scientific approach and theory of the human relations approach (Finkelstein, 2013). Although the management approach of Steve cannot be questioned but he was demanding and aggressive and handled all the planning and decision making processes through a decentralized structure, as his approaches was based...
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...advice on information systems strategy, policy, management and service delivery, develop and implement policies and procedures throughout the software development life cycle, conduct reviews to assess quality assurance practices • Computer and technology knowledge: Windows, Intranet, Internet, Multimedia software, Word processing software, Spreadsheet software, Presentation software, Office suites, Electronic mailing software • Work conditions and physical capabilities: Fast-paced environment, work under pressure, tight deadlines, repetitive tasks, attention to detail, combination of sitting, standing, walking • Essential skills: Reading text, document use, numeracy, writing, oral communication, working with others, problem solving, decision making, critical thinking, job task planning and organizing, computer use, continuous learning • Job title: Business systems analyst Skills and knowledge requirements: • Education: Completion of high school, completion of college/CEGEP/vocational or technical...
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...Organizing Organizing refers to a process of creating a structure for the organisation that will enable its people to work effectively towards its vission, mission and goals. Definition: The process of arranging and allocating work, authority, and resources among an organization’s members so that they can achieve the organization’s goals. When an organization has adopted a plan management must combine human and other resources such as money, machines, raw materials and knowledge in a best possible way to achieve the organizations goal. The process of establishing orderly uses of resources within management, system in determining what individual employees will do in an organization and had individual efforts should combine to advance the attainment of organization’s goals. Activities involved in organization Developing Communicating co-operating and co-coordinating with people in all the departments in the organization. Develop an organizational structure as part of the organizational activities. Assign tasks to individuals and departments Put in place clear reporting relationships. Why organizing is important? Reasons for organizing include the following: Allocation of responsibilities, Accountability, Establishing clear channels of communication, Resource deployment, The division of work, coordination and departmentalization. Organizing Terminology Departmentalization;- Refers to the grouping of jobs in order to achieve organizations goals or devising a Restructuring; - Right...
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...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 skills, and communication...
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...Defining Management Management is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Key Points · Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. · In for-profit work, the primary function of management is the satisfaction of a range of stakeholders. · In the public sector of countries constituted as representative democracies, voters elect politicians to public office, who then hire managers and administrators. · Since organizations can be viewed as systems, management can also be defined as human action, including design, to facilitate the production of useful outcomes from a system. Overview Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources. Since organizations can be viewed as systems, management can also be defined as human action, including design,...
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...management function and the linking processes of communicating, decision making, and leading. Productivity is the measure of how specified resources are managed to accomplish timely objectives stated in terms of quantity and quality. Productivity-Oriented Mission and Objectives. An organization cannot be productive if it does not determine what its intended customers really need in relation to the outputs the organization is capable of producing. This means that the strategic planning process has to include a systematic analysis of market, competition, and the relative strength of the organization. Long-term Planning for Productivity. A long-term perspective is vital to sustained productivity growth because it is common for productivity to decline temporarily for reasons that have no bearing on the effectiveness of an improvement program. Integrated Productivity Planning. Formal planning for productivity is felt throughout the management process. It facilitates motivating people to perform in ways that contribute to productivity by clarifying what the organization wants and by setting a basis for tying rewards to productivity. Naturally, planning for productivity is the basis for controlling for productivity. Organizing for productivity. The organizing process is the means by which management merges the key inputs of labor, materials, technology, information, and people to attain objectives. Effective organizing makes optimal use of resources and minimizes the loss of productivity...
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...Communication Climate and Organizational Performances: A Comparison Studies Between Two Public Organizations. Rosli Mohammed Faculty of Communication and Modern Languages University Utara Malaysia Adnan Hussein School of Communication University Science Malaysia Introduction: Organization, whether it is a profit making or a public service organization needs to create a climate which would facilitate effective communication in organizing job related activities. One of the important aspects of organizing is the ability to communicate the roles, expectation, goals and vision of the organizations. Some studies indicate that managers spend from 62 % up to 89 % of their time engaged in communication, much of the time spend is through face to face communication interactions. Results also showed that time spent by managers communicating with peers, superiors, and subordinates ae more frequent compare to other task requirement. Normally, the objectives of communication is to informs and educate employees at all level in the company’s strategy and motivates employees to support the strategy and organizational performance goals.As most management scholars see, in the working world, interaction skills are typically viewed as necessary to helps work groups or employee’s accomplish goals and objectives (Henderson, 1987; D’ Aprix, 1982) The continuing assumption is that the better the interactions skills...
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...Effective Communication Paper HCS/325 December 14, 2015 Effective Communication Paper When we think of management roles, we typically think of the Chief Executive Officer (CEO) or executive director of an organization. But the truth is, there are numerous managerial roles that we often do not think about including supervisors and team leaders. Managerial roles differ among different health care settings and include lower, middle and upper-level management. A physician’s office may have a practice manager, director of medical records and a billing supervisor (Bunchbinder, 2012). A hospital will typically have a larger managerial team that includes clinical nurse manager, maintenance supervisor, and director or revenue management (Bunchbinder, 2012). Among these different managerial titles, there are also different functions of management. These specific functions are in place to coordinate efforts among the team members within the organization. In this paper, I will identify the functions of management and how they apply to others. I will introduce the roles of managers and leaders in the diversified health care industry and discuss the most significant aspect related to health care management that I want to gain by taking this course. Organization Model There are six universal management functions including planning, organizing, staffing, controlling, directing and decision -making. Each of these functions is an essential component to running not just a health care organization...
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...had 3-1/8 inch bore and 3 ½ inch stroke which were created for racing purposes. The first bike that was manufactured by Harley and Davidson was done inside a wooden shed which had 10 x 15- foot wood frame and had writings in the door that said “Harley Davidson Motor CO”. Throughout the decades of developing motorcycles, Harley Davidson Motor Company has had success in making quality motor bikes that have been used by millions of people from all around the world (Harley Davidson, 2014). Organization’s Scope of Management Harley Davidson Motors employs a management team that consists of different members with each member performing different functions. Since its historic debut in the 1900’s, the company now has a large scope of management team. The company is headed by few leaders that have different functions in the team. The role of the chairman, president, and Chief Executive Officer is held by Keith Wandell. This would be seconded the General Manager, Corporate Strategy and Business Development officer, John P. Baker. The rest of the leaders of the team would comprise the Vice President of Communications, Vice President of Human Resources. Co-president and Chief Operating Officer, Vice President and General Counsel and Secretary, and the Senior Vice...
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...the differences of managerial function for both organizations. Students also have to identify new trends of principles of management that are important for managing the organization. Contents of the report: 1.0 Introduction Briefly explain the company’s background (name, history, and types of products or services, location, organization members) 2.0 Differences between international and local company FUNCTION OF MANAGEMENT INTERNATIONAL LOCAL COMPANY COMPANY a. Planning Types of planning programmed and non-programmed decisions b. Organizing Types of the organization Organizational structure/ chart Basic structural formats/ departmentalization (functional/ productservice/ geographic location/ customer classification department) Span of control (wide/ narrow) Locus of decision making (centralized/ decentralization) c. Leading leadership approach motivation approach communication approach INTRODUCTION TO MANAGEMENT (1101) Page 2 ASSIGNMENT 1, ASSIGNMENT 2, PRESENTATION d. Controlling control methods e. Findings and recommendation identify new trends of principles of management f. Conclusion Guidelines on report preparation Sequences of the report materials i. ii. iii. iv. v. vi. Title page (title, name of recipient and sender, date of submission) Acknowledgement Table of...
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... 1. OVERVIEW OF MANAGEMENT 9 Definition - Management - Role of managers - Evolution of Management thought - Organization and the environmental factors – Trends and Challenges of Management in Global Scenario. 2. PLANNING 9 Nature and purpose of planning - Planning process - Types of plans – Objectives - - Managing by objective (MBO) Strategies - Types of strategies - Policies - Decision Making - Types of decision - Decision Making Process - Rational Decision Making 3. ORGANIZING 9 Nature and purpose of organizing - Organization structure - Formal and informal groups Iorganization - Line and Staff authority - Departmentation - Span of control - Centralization and Decentralization - Delegation of authority - Staffing - Selection and Recruitment - Orientation - Career Development - Career stages – Training - - Performance Appraisal. 4. DIRECTING 9 Creativity and Innovation - Motivation and Satisfaction - Motivation Theories - Leadership Styles - Leadership theories - Communication - Barriers to effective communication - Organization Culture - Elements and types of culture - Managing cultural diversity. |5. |CONTROLLING |9 | | |Process of controlling - Types of control - Budgetary and non-budgetary control Q techniques - Managing Productivity - Cost | | | |Control - Purchase Control – Maintenance...
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...distributes information to help in decision making for managerial functions.” (Planning, staffing, directing, controlling, organizing and budgeting) It may also be defined as Integrated user/ Machine system for providing information to support the decision making process. MIS is a computer based system, which presents both external and internal information of business. This system utilizes computer hardware and software, manual procedure for analysis, planning, control and decision making. These system do not take decisions but they assist in providing a necessary information as an input to the decision making process. MIS should provide information which is consistent, accurate, timely, economically flexible and relevant. MIS can be computerized or manual. MIS provides information in report format on regular basis to assist managers with decision which occur frequently and can be anticipated. MANAGEMENT Management has been defined in a variety of ways, but for our purpose it compromises the processes or activities that describes what managers do in the operation of their organization; plan, organize, initiative and control operations. INFORMATION Data must be distinguished from information. Data are facts and figures that are not currently being used in decision process. Information consist of data that have been retrived, processed or otherwise used for informative or inference purposes, arguments, or as a basis for forecasting or decision making. SYSTEMS A system can be...
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