emplementing small-scale changes. Individual ability to create or exploit a tech. 1. Autocratic 2. Meritocratic 3. Social club Second order: discontinuos change “is transformational. Alters org core, not developing but transforming: * Downsizing, restructuring and reengineering are regarded as transformational. Ocurring recommendations for major change with hypercompetitive bussines eviroments: 1. Delayering; vertical levels 2. Networks/alliance; internal and external collaboration
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Summaries Management Control ------------------------------------------------- Session 1: Chapters 1,2,3 & 4 Chapter 1 Management and control Management control – all devices or systems managers use to ensure that behaviors and decisions of their employees are consistent with the organizations objectives and strategies (MCS) * Back end of management process * Involves managers taking steps to help ensure that employees do what is best for the org. Primary function of MC: to
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work from a more anthropological model. Each org has its own way and an outsider brings his/her baggage as observer. Understand new environment and culture before change or observation can be made. 1. Observe behavior: language, customs, traditions 2. Groups norms: standards and values 3. Espoused values: published, publicly announced values. 4. Formal Philosophy: mission 5. Rules of the Game: rules to all in org 6. Climate: climate of group in interaction
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Chapter 6 LO6-2: Differentiate between the global task and global general environments. The task environment is a set of forces and conditions that originate with suppliers, distributors, customers, and competitors and affect an organization’s ability to obtain inputs and dispose of its outputs because they influence managers daily. These forces have the most immediate and direct effect on managers because the pressure from them. The general environment includes the wide-ranging global, economic
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“the reason some firms enjoy higher levels of performance than their rivals or competitors” FEATURES OF STRATEGY: It includes planning & implementation. It is creative in nature. It is a dynamic & flexible program. It includes all the levels of Org. but maximum efforts are done by Top & Middle Mgmt. Its Life Span is Limited. It is Future Oriented or Forward Looking It offers Broad Guidelines or blueprints to be successful. Strategy is a well defined roadmap of an organization. (mission & Vision
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ORGANIZATIONAL BEHAVIOR Unit- 1. Definition, need and importance of organisational behaviour- nature and scope- frame work – organisational behaviour models. What Managers Do Manager: Individuals who achieve goals through other people. Managerial Activities • • • Make decisions Allocate resources Direct activities of others to attain goals Where Managers Work A consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common
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MSRSAS - Postgraduate Engineering and Management Programme - PEMP Module Code Module Name Course Department EMM515 Lean Operations and Management of Lean Organizations M.Sc. in Engineering and Manufacturing Management Mechanical and Manufacturing Engg . Name of the Student Reg. No Batch Module Leader Liju G BUB0912004 Full-Time 2012. SANDEEP. N M.S.Ramaiah School of Advanced Studies <Lean operations& Mngnt of Lean Org.> Postgraduate Engineering and Management Programmes(PEMP) #470-P, Peenya Industrial
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Initiating structure- degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks. * Blake and Mouton used two leadership behaviors, concern for people and concern for production. On a 1-9 scale they suggest that a 9-9 or a high-high leadership style is best. Called style team management. * Impoverished leader is the worst- shows little concern for people or production. Middle-of-the road style occurs when leaders show a moderate
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Michelle del Rosario Effective Leadership & Management Class - Barbara Miller Individual Paper March 14, 2013 The Application of the SCARF Model on the 2011 Re-Organization of SF Court Reporters I. INTRODUCTION On Friday, September 30, 2011, the San Francisco Superior Court (SFSC) laid-off a total of sixty-seven (67) employees, including twenty-nine (29) Certified Court Reporters. The Court started the fiscal year of 2011-2012 with a $13.75 million budget deficit, and had
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reporting for the general use of the public and, in particular, users of financial information including auditors, creditors and investors. This financial information is standardized for greater clarity for the guidance and education of users (FASB org, 2009a). The primary purpose of FASB as a private and non-profit organization is to develop Generally Accepted Accounting Principles (GAAP) in the United States. The FASB sets-up accounting standards for public companies in the U.S. under the mandate
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