...Management of organizations Question 1 Briefly state the purpose of the journal article. Organizational management is a common management style for modern small businesses. The organizational method allows managers to break down the entire operation of a department into several phases. Dividing operational functions into sections allows management to obtain a clear picture of what the goals of a department are and how to implement the goals most effectively. It also allows managers to respond rapidly to factors that affect the internal or external expectations of company. The individuals are well aware of their roles and responsibilities and know what they are supposed to do in the organization. Planning:Prepare an effective business plan. It is essential to decide on the future course of action to avoid confusions later on. Plan out how you intend to do things. Organizing refers to the judicious use of resources to achieve the best out of the employees. Prepare a monthly budget for smooth cash flow. Staffing:Poor organization management leads to unhappy employees who eventually create problems for themselves as well as the organization. Recruit the right talent for the organization. Leading:The managers or superiors must set clear targets for the team members. A leader must make sure his team members work in unison towards a common objective. He is the one who decides what would be right in a particular situation. Control:The superiors must be aware of what is happening...
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...9:10am‐12:00n [Prof.Ann Shawing Yang ] RA‐02 /RA‐302 (62203) (M/PhD) {elective course} 12:00‐ 13:00 Tuesday Wednesday Thursday Friday 5 6 7 專題討論(五) Seminar (5) RA‐23/RA‐323 ( Zero Credit) (M/PhD) {For NCKU Distinguished Scholarship Recipients) 13:00‐ 14:00 14:00‐ 15:00 15:00‐ 16:00 8 16:00‐ 17:00 9 公司理財 Corporate Finance 2:10pm‐5:00pm [Prof. Hui‐Ching Sana Hsieh] RA‐06/RA‐306 (62203) (M/PhD) {elective course} 組織理論與管理 Organizational Theory and Management 2:10pm ‐ 5:00pm [Prof. Chiehwen Hsu] RA‐19 / RA‐319 (62203) (M/PhD) 創業管理 Entrepreneurship Management {master elective course / PhD Fundamental Course for 2:10pm‐5:00pm Strategy and Marketing Area} [Prof. Wei‐Shiun Chang ] RA‐18/RA‐ 318 (62201) (M/PhD) {elective course} 18:00‐ 19:00 專題討論 (二)(四) Seminar (2) RA‐11 Seminar (4) RA‐12 [Prof. Jeng‐Chung Chen] (62203) (PhD) {PhD: Fundamental course} 市場導向行銷管理 Market‐Based Marketing Management 1:10pm ‐ 4:00pm [Prof. Tien Wang] RA‐10/RA‐310 (62203) (M/PhD) {elective course} 不動產財務 Real Esate Finance 2:10pm‐5:00pm [Prof. Hui‐Ching Sana Hsieh] RA‐15/RA‐ 315 (62201) (M/PhD) {elective course} 行銷模式 Marketing Modeling 2:10pm ‐ 5:00pm [Prof. Faye Jufei Kao] RA‐08 / RA‐308 (62203) (M/PhD) {elective course} 17:00‐ 18:00 A 品牌文創策略 Cultural Branding Strategy 2:10pm ‐ 5:00pm [Prof. Faye Jufei Kao] RA‐07/ RA‐307 (62203) (M/PhD) {elective course} 專題討論 Seminar (0) RA01‐/RA‐301 ...
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...2005). As a result, companies are transiting into learning organizations for sustainability. Organizational leaders, therefore, are creating an environment that embraces group learning practices. Company leaders are discovering new ways to inspire commitment and the capacity to learn from personnel at all levels in order to excel. The issues I will examine in this research will be, look at the methodologies that organizations incorporate to achieve higher levels of success by fostering a culture that facilitates the learning process, analyze how cultivating a climate of trust can support an environment that consists of decentralized decision making, and how integrating people, systems, and technology are utilized to achieve those goals. This research will also identify characteristics of ideal learning organizations, observable behaviors, barriers that prevent goal achievements, and scrutinize various strategies that are incorporated to help overcome these barriers. It will finally conclude that when it comes to what makes an organization successful, applying efficient systems to encourage the learning process is a key component that allows an organization to flourish. Characteristics Learning organizations are experts at producing, acquiring, interpreting, transferring, and retaining knowledge specifically focused on the modification of behavior to reflect the new knowledge. One characteristic that organizations adopt as part of the learning paradigm is social learning...
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...Chapter 1 ORGANIZATION AND MANAGEMENT What is Organization? Organization is a group of individuals who are cooperating willingly and effectively for common goals. It is indeed the very foundation of administration. To be specific, organization seeks to know who is to do and what is to be done. Organizations are structured to promote better management. However, it is the performance of the people who fill the positions that determines the success of the enterprise and not the organizational design itself. THE STRUCTURAL ORGANIZATION Structural organization is the formal arrangements that are established to coordinate all activities in order to implement a given strategy. The structural elements of an organization 1. MEN these are the different members of the organization starting from the very top of the last workman in the enterprise. 2. MATERIALS represent the materials necessary in the distribution of function or in the attainment of its objective 3. MACHINE the tools necessary in producing its desire output. 4. METHODS the procedure and ways used in the course of its action. 5. MONEY the financial resources of the organization The major elements of organizational structures 1. Distribution of function. The function to be performed, the grouping of functions and the vertical horizontal task relationships among function. 2. Vertical and horizontal authority relationship. (Who are the authorities to do what) 3. Communication and decision process. The manner...
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...found in three level of organization, the first line managers, middle managers and top managers. Managers are responsible for the planning, organizing, leading and controlling of the organization. Non-managerial employees are those employees who work directly in the production of organizations product or service, and deals with organizations customers. Non managerial employees are found in the lowest level of the organization. They do not have any one reporting to them. b) Describe how to classify managers in an organization. In a traditionally cultured structure where more employees are found in the lower level than the upper levels, managers are classified in to three categories. First-line managers are the lowest level managers found in an organization. They are responsible for the coordinating and overseeing the work of the non-managerial employees who work directly in the producing of organizational products or service. First-line managers require more technical skills compared to the other two level of managers, as well as good human skills to motivate the employees and resolve conflicts between the work groups. First-line managers carry the titles similar to team manager, department managers and supervisors. Middle-managers are responsible for managing the work of first line managers. They are found between the lowest level and the top level of management in the organization. Middle-managers acts as a middlemen between lower level management by giving directions and...
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...Chapter 1 Management and Organizations |GUIDE TO SELECTED REVIEW AND DISCUSSION QUESTIONS | | 1. How do managers differ from nonmanagerial employees? The answer to this question used to be straightforward, but the line between managerial and nonmanagerial employees has blurred as more employees take on task once reserved for managers. To keep the answer from becoming too complicated, the best way to address this question is to focus on the fact that a manager’s job is about helping others do their work. 2. Is your course instructor a manager? Discuss in terms of managerial functions, managerial roles, and skills. Course instructors (in contrast to individuals who hold positions such as department head) are not usually classified as managers. In most situations, a course instructor does not fall within the definition of a manager when utilizing managerial functions, mainly because students are clients rather than employees. In some cases, an instructor has little input about course content or how it is to be taught. In these instances, the instructor makes few managerial decisions. In terms of managerial roles, course instructors may be involved in some ways in the interpersonal, informational, and decisional roles. For example, a course instructor could be seen as a liaison (interpersonal role), a monitor and disseminator (both informational roles), and a disturbance handler and...
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...Chapter 1 Management and Organizations 1) A great manager makes a job more enjoyable and productive. 2) Managers play an important role in dealing with various challenges being faced by organizations today. 3) Today's managers are just as likely to be women as they are men. 4) A manager must coordinate and oversee the work of other people so that organizational goals can be accomplished. 5) A manager's job is all about personal achievement. 6) In traditionally structured organizations managers can be classified as first-line managers, middle managers, or top managers. 7) Middle managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. 8) Effectiveness refers to getting the most output from the least amount of input. 9) Efficiency is described as "doing things right." 10) The four contemporary functions of management are planning, organizing, leading, and controlling. 11) Determining who reports to whom is part of the controlling function of management. 12) Directing and motivating are part of the controlling function of management. 13) When a manager performs the controlling function of management, he must monitor and evaluate performance. 14) Figurehead, leader, and liaison are all interpersonal managerial roles according to Mintzberg. 15) Disturbance handler is one of Mintzberg's interpersonal roles. 16) According to Robert L. Katz, managers...
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...Organization and Management Analysis By Bianca Andrews Course: HCS/514 March 23, 2014 Professor Samantha Bame Introduction Most, if not all, companies are made up of organizations. As an organization, it consists of people who are structured and managed with a specific purpose. That purpose is to create and achieve one or more specific goals as a whole. The people within the organization all play a different role that helps to meet the goals that are set for them individually and as a whole. Each organization’s practices come from various theories that help to explain their structure, behavior, and function of these organizations. These theories consist of classical, neo-classical, and modern. Organizational Theories Classical Organization Theory The classical organizational theory was created back in the twentieth century during the beginning of the Industrial Revolution. The classical theory was created from the ideas of Frederick Taylor and Max Weber. They were the ones to establish the foundation of the classical theory. This theory focuses on bringing together scientific management, bureaucratic and administrative theory. These theories focus on putting production first and the workers second (Broad, 2009). Frederick Taylor went more for the scientific management approach. This approach is one that looks more and what can increase productivity based on what is needed. It did not take into consideration how the workers felt about their work and working...
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...Final Paper D’Andrea Jackson MGT330: Management for Organizations Kyle Kontour May 18, 2015 Final Paper The five management functions are used in all organizations, which are planning, organizing, staffing, leading and control. Each one of these functions is applied to make sure that the organization is successful with hitting the goals, within the organization. This helps with employees, managers, supervisors and also human resource, to make sure that the organization is successful and the organizational goals are achieved. The company that I have worked for is called Insurance Quote Exchange; I will discuss how this organization used the five management concepts within the organization. Insurance Quote Exchange was a very small organization, it consisted of the CEO, human resources, manager of sales, manager of marketing, marketer, manager of technology, supervisor for customer service, and sales representatives. This organization consisted of twenty -five people, and I was the only customer service representative in the organization. Planning was important in this organization, there was many meeting being held with the CEO, human resources and all of the managers in each department. Insurance Quote Exchange was and website lead provider for insurance agents, many...
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...Commonwealth Executive Masters in Business Administration / Public Administration CEMBA 553 Management in Organisations Copyright © Commonwealth of Learning, 2003 All rights reserved. No part of this course may be reproduced in any form by any means without prior permission in writing from: The Commonwealth of Learning 1285 West Broadway Suite 600 Vancouver, BC V6H 3X8 CANADA e-mail: info@col.org Dean Institute of Distance Learning New Library Building Kwame Nkrumah University of Science and Technology Kumasi, Ghana Phone: +233-51-60013 Fax: +233-51-60014 E-mail: idldean@kvcit.org Web: www.fdlknust.edu.gh i 553 - Management in Organisations Learning Objectives Upon successful completion of this course, learners will be able to: • • • • Explain the basic premises of management and public administration Compare different theories and approaches of organisation Distinguish behavioural patterns, advantages, disadvantages, and dysfunctions of bureaucracies Categorize the different management trends in the work environment. Topics • Introduction to Management and Organisational Behaviour • Individual and Group Behaviour in Organisations • Decision- making and Communications in Organisations • Leadership, Organisational Structure & Environment • Power and Politics • Organisational Culture • Organisational Change • Conflict and Negotiations ii TABLE OF CONTENTS 1 Introduction................................................................................
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...The working world and its environment has always been a complex aspect to consider and as an evolving field, Human resource management has provided a collection of policies, theories and practices which help debate the importance and effect it has on how an organisation’s perform in diverse situations. This assignment will thus seek to explore through the use of models and theories brought forth by scholars; means by which people in organisations should be managed and ways by which those in managerial position could adopt in order to resolve issues in the work place efficiently. Also by using 2 main organisations (provided as case studies), the assignment further seek to bring to clarity certain similar practices shared and also expose certain contrasting means of operation between both organisation in term of: *Organisational design and structure & *Organisational Culture Brook (2003) in his findings has acknowledge the complexity that most organisations finds themselves in and rightly identifies that there are forces which not just influences an organisation but also frames it. So through the PEST model (Political, Economic, Social and Technology), it can be argued on the other side of the coin, that organisations are not only affected by their environment and its forces, however their means of operation (which is classified in other terms as organisational design and culture) can also in return influence the environment in which...
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...Quality Management Organizations MGT/420 October 1, 2012 Albert La Pierre Quality Management Organizations Schneck Memorial Hospital and MEDRAD are two quality management organizations who have won the Malcolm Baldridge National Quality award. The award raises awareness on quality management issues and recognizes companies that successfully implement quality management systems. Schneck is an organization that exists at the local level in Indiana and MEDRAD is an organization that exists at the national level with global headquarters. Jackson County Schneck Memorial Hospital is a not-for profit county hospital located in Seymour, Indiana. Schneck Medical Center (SMC) sustains a legacy of providing excellent healthcare by leveraging their culture and making infrastructural investments. SMC differentiates its healthcare services from other providers by leveraging their core competency of putting patient first in every decision that is made. The principal factors that determine SMC’s success relative to their competitors are the patient first culture, strong financial foundation, technology integration, quality and stability of the workforce, and focus on excellence. Each of these key factors link directly to their four pillars of excellence: quality of care, customer service, human resources, and fiscal and operations. (NIST, 2012) MEDRAD is a worldwide market-leading manufacturer and distributor of high tech medical devices. Products include fluid injection systems...
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...Organizational Management JFT2 Task 1 Utah Organizational Management JFT2, Task 1: Utah Symphony & Utah Opera Proposed Merger Analysis Utah Symphony & Utah Opera Proposed Merger Analysis In 2002, a proposal was made to merge the Utah Symphony and Utah Opera due to the failing economy, collapsing of the stock market, declining government financial support, and a waning of donations for the arts. The proposed merger would help both organizations by economizing on costs and expanding the artistic potential of both organizations. Each of the organizations need to support the decision in order for the merger to be successful. A1. Bill Bailey and McClelland’s Need Theory Bill Bailey, chairman of the board for the Utah Opera, can apply McClelland’s need theory to convince the other Utah Opera board members to support the Utah Opera and Utah Symphony merger. McClelland’s need theory is based on three needs: the need for achievement, the need for affiliation, and the need for power. Mr. Bailey sees a need for achievement (the ability to accomplish something difficult) both for himself and for the Utah Opera (Kreitner & Kinicki, 2013). For the Utah Opera, Bailey sees continued success and growth as its need for achievement. The merger also presents Bailey with an opportunity to personally achieve a difficult task—a merger that is quite rare in the arts world. If Bailey can effectively aide in the successful merger of the two organizations, he can help the Utah Opera...
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...How Effective Management of Operations Contributes To Competitive Advantage at Giordano Globalization, fierce competition, and unpredictable changes in customer tastes are some of the issues that threaten the future of many companies. Companies need to manage their operations effectively to counteract the effects of these market forces and gain competitive advantage. Competitive advantage has been defined as something that a company does particularly well (David, 2011, p. 9). This means possessing a unique resource, capability, or technology. Porter (1985) pioneered the view that competitive advantage is best achieved through the activities, or operations, of a company because a certain configuration of activities is difficult to imitate, unlike assets, which rivals could easily acquire. Russell and Taylor (2011, p. 18) supported this view by stating that processes, not products, give a company competitive advantage. Pieterson (2010) defined competitive advantage as the gap between value, as perceived by customers, and cost incurred in delivering that value. Since value is created through operations, effective management of operations represents the greatest potential for achieving competitive advantage. Operations refer to the activities that transform inputs such as raw materials or information into outputs that customers value (Russell & Taylor, 2011). Operations determine how well a company satisfies its customers. Operations management refers to the design and improvement...
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...The Management of Organizational Justice By Russell Cropanzano, David E.Bowen, and Stephen W.Gilliland Summary of the key issues This paper has addressed the organizational justice from various aspects and provided recommendations to enhance the fairness in the managerial activities. Firstly, it has discussed the importance of justice in workgroup from its long-range benefits, social and ethical considerations. Secondly, the authors analyzed the three components of organizational justice, namely distributive, procedural and interactional justice in details to highlight the differences between the three in business activities. Next, the paper summarized the influences of organizational justice and these include enhanced trust and commitment, improved job performance, more helpful organizational citizenship behavior, as well as greater customer satisfaction and loyalty. Lastly, after identifying the critical significance Is this essay helpful? Upgrade your account to read more and access more than 550,000 just like it! of organizational justice in building a company’s identity, recommendations on how to enhance the fairness in managerial activities are proposed. The authors had cited examples from several past studies and discussed from five angles which are hiring, performance appraisal, reward systems, conflict management and downsizing. Other Theoretical Perspectives on Organizational Justice This paper has mentioned the equity theory which is one of the...
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