...way as to be meaningful to the person who receives it • Information 3 Understand information • Session Objectives • • • Summarised at a high level Relevant to the long term Concerned with the whole organisation Often prepared on an 'ad hoc' basis Both quantitative and qualitative Uncertain, as the future cannot be accurately predicted • • • • • • To monitor how they are being and have been employed • 6 Examples include: productivity measurements (output per hour), budgetary control reports, variance analysis reports, cash flow forecasts To make decisions on how the resources of the business should be employed • Tactical information is after strategic decisions are implemented Types of Information 5 Derived from both internal and external sources • Strategic information is used to plan the objectives of the organisation, and to assess whether the objectives are being met in practice. It is: Types of Information Summarised at a lower level Relevant to the short and medium term Concerned with activities or departments Prepared routinely and regularly Based on quantitative measures • • • • • It assists in controlling the day-to-day activities of an organisation and should be pushed upwards to...
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...teamwork and collaboration, through stimulating positive relationships and good communication. | Goal Oriented: HRM has goals and visions and is constantly working hard to achieve them. They are focused on seeing if the employees are working to achieve the organisation’s goals. HRM don’t tend to think much about their team's wellbeing. | Communication is Limited: P.M receives orders from HRM. Since they don’t take such decisions as HRM does (They only implement what HRM decides.), they don’t need to communicate with the other departments as much as HRM does. | Informed decision: HRM department can’t work alone they have to work with upper and lower levels, different areas of the organization so they can decide what type of conditions they need. Example what type of fringe benefits they will give to the different areas, what kind of salaries, what kind of breaks they need, etc. | Satisfaction = Performance: Trying to increase the motivation on work result in an increase of performance because when the workers are motivated they work much...
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...concept, the one model that I have chosen for this and that is best known for team selection is that of Belbin’s (1981) team profile. I will identify factors that contribute to change and also conflict within teams and organisations. Lastly I will be identifying the organisational cultures that exist within my own work place a resettlement unit with flats for men who have addiction issues. A team can be described as a group of people who work together to achieve the same goals and objectives for the good of the service users and organisations in order to deliver a good quality of service. There are a number of models identified that can describe an effective team such as Woodcock (1979), Tuckman (1977); however the one that I’m going to describe is that of Belbin’s (1981) team profile. The model is aware that there is no one perfect type of team member but that an effective team is one that consists of a different number of individuals who have different sets of skills and knowledge to offer to the team. The 8 roles that can be identified by Belbin(1981) are: Company worker/co-implementer: practical, organised and reliable worker but who may flounder when there are periods of change. Team worker: Sensible, supportive and often the sociable member who may at times avoid conflict. Chairman/Co-Coordinator: Calm, controlled and self-confident member who may not always be creative but who is good at organising people. Plant: Unorthodox, serious, individualistic and...
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...1. Conflict and human relation view on conflict 2. Sources of conflict Affective/psychological/relationship/emotional * Feelings and emotions regarding some or all the issues are incompatible * A condition in which group members have interpersonal clashes characterized by anger, frustration, and other negative feelings. Substantive/task/cognitive/issue conflict * Members disagree on their task or content issues * Disagreement among group members’ ideas and opinions about the task being performed. Conflict of interest * Inconsistency in preferences for the allocation of a scarce resource * The contention of managers A and B for the same vice president’s job Conflict of values/ideology * Differences in values or ideologies on certain issues Goal conflict * When a preferred outcome or an end-state of two social entities is inconsistent. Role Ambiguity * When a preferred outcome or an end-state of two social entities is inconsistent 3. Types of conflict Task conflicts * Conflicts over content and goals of the work Relationship conflicts * Conflicts based on interpersonal relationships Process conflicts * Conflicts over how work gets done 4. Thomas-Killman model Avoiding * It is an approach taken when they have little outcome or concern with the party with whom there is a dispute * Low concern or both personal goals and relatioships * This approach is also a strategy to put the problems on hold...
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...Introduction Conflicts can predominantly occur in the place of work between employers and the employees. Many reasons as to why such conflict occurs in an organisation can be down to different factors relating to the employment relationship. Different conflicts such as abuse of power, goal incompatibility, external factors, unreasonable expectations, psychological breach of contract, rogue leaders and management style. A conflict between an employer and employee will be focussed on to determine the reasons behind why the conflict occurs. This certain conflict will be examined from a broader view. A broader view meaning that the particular organisation in which the conflict is taking place will have to be explored. This exploration will view the organisations culture, structure, values and overall ethos. The reason for this is so that the type of work this organisation carries out can be looked at as a possible factor for the reason why the conflict has taken place. Furthermore after focusing on this conflict, recommendations will be provided to help avoid this particular conflict in the future. The Organisation and the Conflict The organisation in which the conflict has taken place between the employee and employer is Vodafone, This particular Vodafone store is located in The Bullring, Birmingham. Vodafone is a British multinational telecommunications company, which sells products and services to the general public. The products and services are mainly mobile phones...
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...escalated, assigned, tracked and resolved in a timely manner, AfriOne decided to implement a “Problem Resolution Process (PRP)” in line with the Lean Enterprise - A business system for organizing and managing product development, operations, suppliers, and customer relations. Problem Resolution Process (PRP) – a process with the intent of providing a mechanism for organising, maintaining, and tracking the resolution of problems that cannot be resolved at the “individual” level in an organisation is being considered as the sensitive project discussed in this report. It is supposed that the project manager inherited the existing PRP project approximately at 25% complete in terms of time. The high administrative overhead costs, conflict of authority, compromise to project quality and the fast rate of change on the PRP project’s external environment rendered the existing transactional structures (Matrix) inadequate. In order to address these issues, we proposed the Network organisation structure so that project players will...
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...1 LESSON NO. 1 ORGANISATION BEHAVIOUR INTRODUCTION Org. Behaviour (in short called as OB) is concerned with the study of the behaviour and interaction of people in restricted or organised settings. It involves understanding people and predicting their behaviour, and knowledge of the means by which their behaviour is influenced and shaped. Organisations are bodies or entities created for a stated purpose They may consist of one or more people. In the case of a sole trader or single operator, he needs to build relationships with suppliers, contractors, customers, clients, and the community. For those that consist of more than one person, internal as well as external relationships have to be created and maintained. Organisations therefore consist of individuals, groups, and relationships. Objectives, structures, systems and processes are then created to give direction and order to activities and interactions. OB is thus of great concern to anyone who organises, creates, orders, directs, manages, or supervises the activities of others. It is also of concern to those who build relationships between individuals, groups of people, different parts of organisation between different organisation, for all these activities are founded on human interactions. OB is therefore concerned with:1. The purposes for which organisations are created 2. The behaviour of individuals, and an understanding of the pressures and influences that cause them to act and react in particular ways. 3. The qualities...
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...groups act in organizations’ (nwlink, 2011). Our early understanding of management can attributed to the work of Taylor and Ford, in particular Taylor can be considered to be the first person to have broken down the concept of management into scientifically backed steps, laying down a blueprint for organisations the world over to follow. Taylor is considered to have fathered the idea of ‘scientific management’, which is also sometimes known as ‘Taylorism’. This is a theory that breaks down every task into small steps, which are then easily analysed and taught, the main purpose being to increase efficiency (BusinessDictionary, 2013). Fordism (the term referring to Ford’s style of work) refers to a management style ‘based on bureaucratic organization, hierarchical decision-making with strict functional specialization and tightly defined job design (scientific management) and specialized machinery to mass produce a standard product for mass markets’ (McKinlay & Starkey, 1998, p.113). There are five main elements in organisational behaviour: leadership, motivation principles, team & teamwork, managing organisational conflict, politics & negotiation and organisation structure & types. In the following essay I will elaborate on what our current understanding is of these elements, and how much of it is shaped by Taylor and Ford. Leadership: ‘The act of providing direction, energising others and obtaining their voluntary commitment to the leader’s vision’ (Bloisi, Cook, Hunsaker...
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...negotiating skills concepts) 5 Conclusion 10 Bibliography 12 Executive Summary The organisation structure determines the manner and extent to which roles, power and responsibilities are delegated, controlled and coordinated, and how information flows between levels of management. "Cultural Implications" is the connection that culture has on organisation. Implications are essentially consequences from a particular event at a cultural level.. Culture influences the structures as well as the behaviour of the different stakeholders. The understanding of the cultural context from which an employee or customer originates is imperative to the overall success of any business. This has created an extensive increase in demand for training and understanding, particularly within the area of decision making. Mesopotamia Brewery ltd initially seeks to facilitate training within the context of “Industrialisation by Invitation” i.e. the contractual agreement with the expatriate brewers to facilitate the transfer of knowledge and skills. However, very little is mentioned about training at the managerial level. The issues evolving from this case shows serious managerial pitfalls throughout. Analysing this case within the context of “cultural implications” seek to address the cultural variables found in the organisation that has significant implications to either retards the progress or enhance the development of...
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...difficulties that may arise when implementing anti-discriminatory practices in health and social care settings. Anti-discrimination is promoted when dealing with conflict as it stops individuals from discriminating against others. Dealing with conflict correctly is needed in health and social care settings to promote anti-discriminatory behaviour as aggression and tension can build up between the service users or staff. It is important for a health and social care professional to be trained to deal with conflict correctly so that the service users don’t become stressed or feel unvalued. If the conflict is dealt with professionally and positively then discrimination will not take place, therefore this promotes anti-discrimination by ensuring that no individuals feel discriminated against. All of the service users or staff members are treated equally, they are treated the way they want and need to be. On the other hand, difficulties may arise if the conflict is not dealt with in the correct manner. If a member of staff was to treat one service user better than another, then this will cause a larger conflict and will make the situation become very negative. For example, if a two service users wanted to watch two different TV programs that were showing at the same time then a member of staff should be trained to deal with this type of situation. The professional should treat the service users equally; they should say to the service users that they could take it in turns to watch their...
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...Understanding organizational behaviour is one of the most important aspects for individuals and Staff of organizations so they can compete successfully in an ever changing environment where the whole organization is able to respond quickly and together. The Change in the environment is not just seen from an external point of view but also internally. The internal environment of any organization goes through periods of rapid changes in its life cycle. The manner in which organization goes about interacting with its stakeholders and the customers is referred to as organizational behaviour. “Organizational behaviour is a field of study that investigates the impact that individuals, groups and organizational structure have on behaviour within the organization, for the purpose of applying such knowledge towards improving an organizational effectiveness” (Dhar & Dhar, 2002). This analysis is key for any organization because it aids the employee to have a better understanding of their role in the organization and also help them to understand the basics of Work Psychology which is about people’s behaviour, thoughts and emotions related to their work. It can be used to improve our understanding and management of people (including ourselves) at work and how their individual performance/actions will bring about improvements in overall performance of the organization (Arnold, et al., 2010). According to Luthans (2004), the result of interaction and interdependency between formal organizations...
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...Assess the importance of diversity management, conflict resolution and EEO legislation, focusing on the importance of productive diversity in the service industry. Diversity is the way in which people differ from each other in regards to; gender, age, language, ethnicity, cultural background, sexual orientation, religious beliefs, family responsibilities, disabilities, life experiences, educational background, work experience, marital status and personality (Study Guide, 2011, pg. 52). Diversity in the workplace can be a great strength for an organisation if managed effectively if management make good use of each individual’s values. In order for diversity to be managed effectively and used to the organisations advantage, people-management strategies need to be put in place in order to allow for these differences and allow for people to grow upon them in the organisations favour. Being open to each individuals differences, allows for new ideas to come to light and to be welcoming of different ways of going about tasks. There can however, be issues that arise such as legal implications in regards to discrimination. Discrimination can occur via both indirect and direct means. This is corrected via legislations against the illegal mistreatment and discrimination of employees. Equal Employment Opportunities (EEO) legislations were introduced in order to free all workplaces of discrimination and harassment. Equality and diversity can be thought of in terms of legal aspects, ethical...
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...Managing Conflict In Organisation- An Overview Volume 8 Issue 4 Fall 2010 Posted On Tue, Sep 21 2010 16:46:00 Authors: Muyiwa Adeyemi Editor's Rating:0 (0 Ratings) Reader's Rating:0 (0 Ratings) Login to Rate | About Ratings Introduction In any organization, effective administration of the resources available is very important and paramount to the attainment of its objectives. The human aspect of the resources is most important and crucial as it is the one responsible for the co-ordination of other factors and more importantly conflict situation among staff cannot be over-emphasized. It is known fact that no two workers are the same, even twins are only alike. Nwakwo (1987), Craston (2002) and Onanuga and Arikewuyo (2005) describes administration as the careful and systematic arrangements and use of resources (human and material), situation and opportunities for the achievement of specific objectives of a given organization. To this end, it is worthy of note that effective organizational administration is necessary for managing conflict situation in any system, such should be embedded in the day-to-day running of the industry. Conforming to this viewpoint, Peretomode (2001) describes administration as the performance of executive duties, the carryout of policies or decisions to fulfill a purpose, and the controlling of the day-to-day running of an organization. To this extent, among the very important duties of an administrator, is the management of...
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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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...matter? Illustrate your answer using appropriate examples ………………………………………………………………………………………………………….. This essay will look thoroughly at organisational structure and its importance to businesses. How an organisation is structured determines the way it operates and performs. An organisational structure is the way in which a business divides and uses its resources to complete a variety of task to ensure that objectives are met. It clearly allocates responsibilities to employees and departments. The way an organisation is structures will be dependent on the objectives they hope to achieve. An effective organisational structure should be suited to the business which will maximise efficiency and success. If a business uses an inappropriate organisational structure it will hinder the success of the business. “Good organization structure does not by itself produce good performance ... But a poor organization structure makes good performance impossible, no matter how good the individual managers may be”(Drucker1989). This statement shows the importance of a good organisational structure and how performance in restricted without it. Furthermore organisational structure is importance for a number of reasons. One benefit is that it provides a framework which the organisation can be organised which will allow the firm to achieve key objectives and aims. Also Tasks are able to be broken down and specified to groups/individuals to complete. As well as this Resources are able to...
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