...Figure 8-1 to Support Learning Objective 8-5: Approaches to Departmentation (continued from page 252 of the text) Whereas major departments of an organization are established by top-level managers, supervisors primarily are concerned with activities within their own areas. Nevertheless, from time to time supervisors will be confronted with the need to departmentalize within their areas, and they should be familiar with the alternatives available for grouping activities. These are the same options available to top-level managers when they define the major departments. Departmentation is usually done according to function, products or services, territory, customer, process and equipment, time, or matrix design. Functional Departmentation. The most widely used form of departmentation is to group activities by function—the jobs to be done. Consistent with the idea of specialization and division of work, activities that are alike or similar are placed together in one department and under a single chain of command. For example, word processing, data-entry, and duplicating services may be grouped together into a clerical department or information processing center; sales and promotional activities into a marketing department; manufacturing assembly work into a production department; inspection and monitoring activities into a quality control department; and so on. As an enterprise undertakes additional activities, these new activities—for the most part—are simply added to the...
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...* . Explain the Different Bases of Departmentation with advantage and disadvantage. Departmentation: Departmentalization is the process by which the activities of an enterprise are grouped homogenously into different groups. Departmentalization refers to the grouping of operating tasks into jobs, the combining of jobs into effective work groups and the combining of groups into divisions often termed as ‘Departments’. Grouping of activities into departments is necessary part of the process of setting up organisation, whenever enterprise expands beyond the size that cannot be effectively managed by one person. Departments and levels emerge from the grouping of activities. According to Koontz and O’Donnell, “A department is a distinct area, division or branch of an enterprise over which a manager has authority for the performance of specified activities.”‘ In the words of Louis Allen, “Divisionalisation is a means of dividing the large and monolithic functional organisation into smaller flexible administrative units.” In simple words, departmentation is the process of classifying and grouping all the activities of an enterprise into different units and sub-units. The aim is to facilitate the carrying out of the activities efficiently for achieving overall results. Various bases of Departmentation are disscussed below :- 1. Functions. Important enterprise functions provide the usual basis for classifying activities into departments. Manufacturing, marketing, finance, personnel...
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...HUMAN RESOURCE MANAGEMENT 1. INTRODUCTION Human resource Management is, perhaps, the oldest and most widely researched subject in management. Yet, as technologies change, cultural diversities occur and people’s expectations undergo fundamental shifts towards newer and newer dimensions. For instance, professionals are gaining more say in the running of organizations. Even where governance is by people who own the majority stakes, their own positions and the respect they command are contingent upon their competence rather than ownership. (Ahuja, 2005 880) “ Management is the art of getting things done through other people. Management is the dynamic, life-giving element in every business. Without it the resources of production remain resources and never become production.” (Sharma, 2004 11) This definition emphasizes that the managers achieve organizational objectives getting things done through the employees. Human resource Management is very essential for successful running of an enterprise. It ensures proper use of physical and human resources by deriving the best results. It leads to efficient performance and higher productivity. Human Resource Management is very essential for every organization to make productive use of human physical and financial resources or the achievement of the organizational goals. It helps in determination of objectives. No organization can succeed in tits mission...
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...Foundation of Organizational structure * Organizations are the means by which societies achieve their goals. * An Organization is one of the structures that are designed to accomplish certain objectives. What is Organizational Structure? Organizational Structure refers to the formal pattern of how people and jobs are grouped in an organization. It is often illustrated by an organizational chart, specifying who reports to whom. Basic Elements of Organizational Structure Organizational structure consists of the following basic elements: 1) Work Specialization 2) Departmentation 3) Pattern of Authority 4) Span Of Control 5) Coordination Of Activities Work Specialization. This refers to the degree to which tasks in the organization are subdivided into separate jobs. Departmentation. This is the basic element of organizational structure that refers to the groupings of jobs under the authority of a single manager, according to some common, rational basis, for the purpose of planning, coordination, and control. Pattern of Authority. The pattern of authority as an element in designing organizational structure refers of the extent by which organization members are allowed to make decision without getting the approval of another member. Span of Control. This element refers to the number of subordinates reporting to a single supervisor. Coordination. This term refers to the linking of activities in the organization that...
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...Principles of Management Midterm Organizing Organizing * Is the process of grouping together of men and establishing relationships among them, defining authority and responsibility of personnel by using the company's other basic resources to attain predetermined goals or objectives. * Dividing of work and coordinating divided work Organizing as a Process * Structure must reflect objectives and plans * Plans and objectives are the bases in organizing process * Structure must reflect authority given to top and middle management * Authority and Responsibility * Chain of Command * Structure should reflect their external environment * Should consider the organization's external environment * Organization must be manned * Manpower Organization * Executive structure of the business * The framework or backbone by which the work of a business Types of Organization Structure Line Organization | Line and Staff Organization | Functional Organization | Committee | * Exist when two organizational units are related to each other by a relationship of direct command. * Simplest form of structure and refers to a direct straight-line responsibility and control from the top management down to the lower level of management * Oldest form of organization structure based the classical principle of the Scalar Chain * Line units/departments are directly involved in the production or distribution of the company's primary products...
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...the role positions, the jobs related and the co- ordination between authority and responsibility.” Hence, a manager always has to organize in order to get results. Steps to follow while organizing: 1. Identification of activities - All the activities which have to be performed have to be identified first. For example, preparation of accounts, making sales, record keeping, quality control, and inventory control. All these activities have to be grouped and classified into units. 2. Departmentally organizing the activities - In this step, the manager tries to combine and group similar and related activities into units or departments. This organization of dividing the whole concern into independent units and departments is called departmentation. 3. Classifying the authority - Once the departments are made, the manager classifies the powers and its extent to the managers. This activity of giving a rank in order to the managerial positions is called hierarchy. The top management is into formulation of policies, the middle level management into departmental supervision and lower level management into supervision of foremen. The clarification of authority helps in bringing efficiency in the running of the organization. This helps in avoiding wastage of time, money, duplication or overlapping of efforts. 4. Co-ordination between authority and responsibility - Relationships are established among various groups to enable smooth interaction toward the...
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...1) Documentation of at least three initial scholarly sources from the library a) Sellers, Patricia Woods Wilton (1997-10-13) "WHERE COKE GOES FROM HERE". b) Hiebig, Roman G, 2003 The Successful Marketing Plan c) Pendergrast, Mark 2nd edition, 1994 “For God, Country and Coca-Cola” 5. Preliminary analysis of leadership and Organizational behavior concept: Coca-Cola launched “Project Kansas” which was their secret mission to reformulate Coke. This blunder was overseen by key Coca Cola executives CEO, Roberto Goizueta, Ike Herbert, chief marketing officer and Sergio Zyman, senior VP-Marketing (Pendergrast, 1994). They uses the matrix departmentation concept where they utilize the both the functional and divisional departmentation concept. Using the functional structure Coca Cola’s teams or group are created based on common functions from a bottom-up manner President and CEO, Presidents of research and development, marketing, finance, human resources, and under them managers. They are controlled and coordinated from Coca Cola’s top management level. With the use of the divisional structure within Coca Cola teams are organized in set of divisions. Each of their divisions has its own set of functional units President/CEO then Presidents and under them Vice Presidents the organization’s divisional managers run company operations in a general region of the globe. The functions of each vice president are divided into functions such as human resources, innovation/research...
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...PRINCIPLES OF MANAGEMENT SHORT QUESTIONS AND ANSWERS UNIT: I 2 MARKS 1. Define Management. According to KOONTZ & WEIHRICH, “Management is the process of designing and maintaining of an environment in which individuals working together in groups efficiently accomplish selected aims”. “Management is the art of getting things through and with people in formally organized groups”. Ex: Human Resource Management, Financial Management. 2. Is Management - an art or science? Managing as practice is an art; the organized knowledge underlying the practice is a science. Managing has the following features that make it an art. 1. Creative 2. Individual approach 3. Application and dedication 4. Initiative and 5. Intelligence. The following features make it a science. 5. Systematic decision making 6. Universal management process 7. Situational output and 8. Universally accepted management. Thus management can be called both as an art and science. 3. What are the essential skills of Managers? The major skills required or expected out of managers are:Technical skills – Pertaining to knowledge and proficiency in activities involving methods and procedures; Human skills – Ability to work effectively with other persons and to build up cooperative group relations to accomplish organizational objectives; Conceptual skills – Ability to recognize significant elements in a situation; and to understand the relationship among those elements; and Design skills – Ability to...
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...TermPaperWarehouse.com - Free Term Papers, Essays and Research Documents The Research Paper Factory JoinSearchBrowseSaved Papers Home Page » Business and Management Principles & Practice of Management In: Business and Management Principles & Practice of Management Examination Paper Principles and Practice of Management Section A: Objective Type (30 marks) Part one: Multiple Choices: 1. A plan is a trap laid to capture the ________. Ans.: A) Future 2. It is the function of employing suitable person for the enterprise Ans.: B) Staffing 3. ___________ means “ group of activities & employees into departments” Ans.: D) Departmentation 4. This theory states that authority is the power that is accepted by others Ans.: A) Acceptance theory 5. It means dispersal of decision-making power to the lower levels of the organization Ans.: A) Decentralization 6. This chart is the basic document of the organizational structure Ans.: C) Master Chart 7. Communication which flow from the superiors to subordinates with the help of scalar chain is known as Ans.: B) Downward communication 8. Needs for belongingness, friendship, love, affection, attention & social acceptance are Ans.: D) Social Needs 9. A management function which ensures “jobs to be filled with the right people, with the right knowledge, skill & attitude” Ans.: A) staffing defined 10. It is a process that enables a person to sort out issues and reach to a decisions...
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...ESSENTIALS OF MANAGEMENT ➢ The need / scope / meaning & definition / process of management / managerial hierarchy MANAGERIAL FUNCTIONS ➢ Planning / Organizing / Staffing / Directing / Controlling MANAGERIAL SKILLS ➢ Technical / Conceptual / Human TYPES OF MANAGERS ➢ Functional / Specialists / Generalists / Line & Staff managers DECISION MAKING ENVIRONMENT ➢ Open & closed system / decision making under certainty, uncertainty & risk DECISION MAKING TYPES ➢ Structured / unstructured decisions ➢ Programmable / non-programmable ➢ Classical & Administrative Models DECISION MAKING STYLES ➢ Autocratic / Participative / Consultative Essentials of Management An International Perspective Harold Koontz & Heinz Weihrich Lesson 1 Characteristics of the term Organization: ➢ Social unit with a purpose Characteristics of the term Management ➢ Process of optimum utilization of the resources of the Organization to accomplish its goals Functions of Management ➢ Planning ➢ Organizing ➢ Leading ➢ Controlling ➢ Coordination Characteristics of the term Productivity ➢ A ratio of Output to Input ➢ It can be improved by o Increasing output with same inputs o Decreasing inputs, but maintaining the same output Characteristics of the term Effectiveness: ➢ Accomplishing of Objectives of the Organization Characteristics of the term Efficiency ➢ How Objectives are...
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...PRINCIPLES OF MANAGEMENT lecture notes Document Transcript • 1. UNIT I OVERVIEW OF MANAGEMENT Definition - Management - Role of managers - Evolution of Management thought - Organization and the environmental factors – Trends and Challenges of Management in Global Scenario. 1 • 2. Management - as how the mind controls the human body and its function similar management (mind) controls the various activities ( human body) in the Organisation - Collection of physical equipments, 4 M’s in Organisation – Men, Machine, Materials, Money, and leads to nothing. For efficient and profitable functioning it is necessary that all these factors are put to work in a co- ordinated manner. Management Definition Management is the art of getting things done through others. Harold Koontz Def as “ Management is the process of designing and maintaining an environment in which individuals, working together in groups efficiently to accomplish selected aims” • Managers carry out their managerial function • Applies to any kind of Organisation •Applies to managers at all Organisational levels •Aim is to create a surplus •Concerned with productivity, implies effectiveness and efficiency •Mgt of 4 M’s in the Orgn – Men, Machine, Materials & money Characteristics of Management • Mgt is Universal • Mgt is dynamic • Mgt is a group of managers • Mgt is Purposeful • Mgt is goal oriented • Mgt is integrative Function • Mgt is a Social process • Mgt is a Multi-faceted discipline • Mgt is a continuous process...
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...IIBM Institute of Business Management Principles & Practices of Management www.iibmindia.in Subject: PRINCIPLE AND PRACTICES OF MANAGEMENT Credits: 4 SYLLABUS Nature Scope and process of management, historical evolution of management & its foundation. Different approaches and systems of management, Types of skills, roles and modern challenges. Management Planning Process. Managerial decision Making Introduction to Organizing Organizational Structure and Its Dimensions. Different Types of Organizational Design and Their Advantages and Disadvantages. Nature and types of control in organizations. Introduction to Controlling Controlling Techniques, Types and its advantages & disadvantages. Control Process and its constituents. Introduction to Human Resource Management HRM planning & steps in planning process. HRM process Recruitment, selection, Training and development. Performance Appraisal and issues in human resources Leadership concept and some leadership theories. Leadership theories. Leadership Models. Leadership Development and Motivation. Motivational theories Suggested Readings: 1. Harold Koontz & Heinz Weihrich, Essentials of Management, Tata McGraw Hill 2. Stoner, Freeman, Gilbert Jr., Management, Prentice Hall 3. Bhatt & Kumar, Principle and Practices of Management, Oxford Publications PRINCIPLESOF MANAGEMENT COURSE OVERVIEW Management is the organizational process that aids us in creating a that many layers of...
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...PRINCIPLES OF MANAGEMENT www.eiilmuniversity.ac.in Subject: PRINCIPLES OF MANAGEMENT Credits: 4 SYLLABUS Nature Scope and process of management, historical evolution of management & its foundation. Different approaches and systems of management, Types of skills, roles and modern challenges. Management Planning Process. Managerial decision Making Introduction to Organizing Organizational Structure and Its Dimensions. Different Types of Organizational Design and Their Advantages and Disadvantages. Nature and types of control in organizations. Introduction to Controlling Controlling Techniques, Types and its advantages & disadvantages. Control Process and its constituents. Introduction to Human Resource Management HRM planning & steps in planning process. HRM process Recruitment, selection, Training and development. Performance Appraisal and issues in human resources Leadership concept and some leadership theories. Leadership theories. Leadership Models. Leadership Development and Motivation. Motivational theories Suggested Readings: 1. Harold Koontz & Heinz Weihrich, Essentials of Management, Tata McGraw Hill 2. Stoner, Freeman, Gilbert Jr., Management, Prentice Hall 3. Bhatt & Kumar, Principles of Management, Oxford Publications PRINCIPLES OF MANAGEMENT PRINCIPLES OF MANAGEMENT COURSE OVERVIEW Management is the organizational process that aids us in that many layers of management-particularly middle manage- creating a service or product from the raw materials we have...
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...Principle and practice management Part one 1. Future 2. Staffing 3. Departmentation 4. Acceptance theory 5. Decentralization 6. Master chart 7. Downward communication 8. Social needs 9. Staffing defined 10. Counseling Part two 1. Maslow theory of motivation * satisfied need is not a motivator * as one set of needs is met the next level of needs become more of a motivator to an individual * Only unsatisfied needs motivate an individual. * We have an innate desire to work our way up pursuing satisfaction in higher order needs. * This five stage model can be divided into basic needs and growth needs. 1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc. 2. Safety needs - protection from elements, security, order, law, stability, etc. 3. Love and belongingness needs - friendship, intimacy, affection and love, - from work group, family, friends, romantic relationships. 4. Esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc. 5. Cognitive needs - knowledge, meaning, etc. 6. Aesthetic needs - appreciation and search for beauty, balance, form, etc. 7. Self-Actualization needs - realizing personal potential, self-fulfillment, seeking personal growth and peak experiences. 8. Transcendence needs - helping others to achieve self actualization. 2. Management by objective:- * Management by Objectives (MBO)...
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...The Organizing Function of Schlumberger MGT/330 January 30, 2012 James Malm Organizing is the function of management which follows planning. It is a function in which the bringing together and amalgamation of human, physical, and financial resources materializes (Organizing Function of Management, 2008). All of these resources are imperative in acquiring results. Consequently, the organizational function assists in the achievement of results which in fact is vital for the functioning of an organization (Organizing Function of Management, 2008). According to Chester Barnard, “Organizing is a function by which the concern is able to define the role positions, the jobs related and the co- ordination between authority and responsibility.” It is for this reason that a manager continually has to organize in order to get results. A manager executes the organizing function when he identifies all the activities that need to be performed. Activities like preparation, sales, record keeping, quality control, and inventory all need to be identified before they can actually take place. Once all the activities needing to be performed have been identified, the manager begins to organize them by department. When organizing by department the manager will unite people in a way that relates...
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