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Busi 1442 Assessment October 2010.

Busi 1442 Assessment October 2010.

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Published by mattstewartis9589
Busi 1442 Assessment October 2010.
Busi 1442 Assessment October 2010.

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Published by: mattstewartis9589 on Oct 18, 2010
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SCHOOL OF ARCHITECTURE AND CONSTRUCTIONMSc PORTFOLIO [CONSTRUCTION]ACADEMIC SESSION: 2010/2011.PRINCIPLES OF MANAGEMENT [BUSI 1442]ASSESSMENT.PLEASE NOTE THAT THE ASSESSMENT FOR THIS COURSE COMPRISES TWOEQUALLY WEIGHTED PIECES OF WORK. BOTH OF THESE PIECES OF WORK BE COMPLETED.OVERALL RATIONALE:
Management is a continually evolving and developing subject that has grown at a rapid rate,especially since the end of the Second World War, and continues to evolve in a constantly, andoften rapidly, changing world. Management is a vast subject and consequently in this course wecan only hope to provide the foundations upon which you will build your managementknowledge and abilities, particularly through practice..Being a manager is both personal and individual, because each manager brings to their role their own personality, perceptions and characteristics; their own strengths and weaknesses. Hencedifferent managers will perceive the same situation in different ways and implement differentsolutions.
This does not mean that one of them is right and the others are wrong, because forany management situation, there is rarely one right answer.
There are likely to be a number of  possible and different solutions, and it is up to the individual manager to decide which is the mostappropriate and effective in a particular situation, taking into account the multitude of factors thatinfluence it.Management is a vast subject and comprises a wide range of diverse but interrelated subjects. Inthe time available, this course can only provide you with the foundations upon which you will build you management knowledge and abilities, especially through practice. You do however needto take an integrated approach to the subject and also to have an in-depth knowledge of the varietyof approaches and theories and applications, and this has to come from comprehensively readingaround the subject.
TASK 1. ORGANISATIONAL ENVIRONMENT.RATIONALE.
We live in an organisational world whether it is to do with home, work, religion, voluntaryorganisations, sport or whatever. All managers work within a context that both supports andconstrains them. Their effectiveness, and that of the organisation for which they work, will dependupon how well and how accurately they understand, interpret and interact with that context. Eachorganisation is unique, so they interact with their environment differently. Consequently, those that
 
can accurately identify the relevant environmental forces that impact upon them and how tointeract with them and even mould them, will be more successful than those who cannot.Early approaches to management saw the emphasis on either task [Scientific/Classical Approach]or the workers [Human Relations Approach]. However in the 1970s, it became apparent that withless predictable environments, an alternative approach was required. Systems theory was looked at by management researchers to explore if and how it could be applied to organisations. It was anattempt to bring together the apparently diverse theories of the classical and human relationsapproaches to management. Organisations as a whole and each of their major functionalcomponents were described to operate as systems and to interact with each other and their environment as open or semi-open systems, analogous to biological systems.Hence managers must acknowledge that:
Decisions and actions in one area of the organisation will affect the others
The organisation is not self contained and has to rely on the environment for essentialinputs and also as outlets to absorb its products and services.This shows that it is a continuous process. However, this concept can be expanded further as eachsystem can be considered as part of a chain so that the output from one organisation is the input toanother, such as with a car components being produced for a major car manufacturer. This helps tounderline that no organisation exists in a vacuum but in fact is an integral part of a larger system. Italso highlights the fact that the success of any one organisation is inextricably linked to success of others.
LEARNING OUCOMES:At the end of this task you should be able to:
Develop a full appreciation of the organisation as an open system.
Under stand the implications of the open system especially in respect that organisations are an integral part of their environment and have to interact with it in a dynamic way.
Achieve a detailed appreciation of what constitutes the organisational environment and the ways thatthe environment can impact upon and influence organisations.
Under stand the additional dimension of the interactions between the internal and external environmentsand also within individual elements of each of these.
Further develop skills of undertaking wide ranging and in-depth but focused research.
Further develop the skills of presenting a logical and structured argument which is fully justified.
TASK 1.Critically discuss environmental influences and how these can impact on organisations.
 
You are expected to use appropriate examples to illustrate your discussion.
SUBMISSION:
Hand out date: Monday 11
th
October 2010.Hand in date: Monday 8
th
November 2010.The work must be word processed on A4 paper using double line spacing. The word content mustnot exceed 2000 words. The work should be appropriately referenced using the Harvard System.The completed assignment should be handed in to the Architecture and Construction School Officeon or before the designated date with the Header Sheet firmly attached at the front. The assignmentwill NOT be accepted unless the appropriate Header Sheet is attached.
The Header Sheet numberfor this assignment is:173750ASSESSMENT CRITERIA.
Understanding of an organisation as an open system 15%Understanding of environmental influences:25%Critical evaluation:40%Referencing:10%Presentation:10%
TASK 2. ORGANISATIONAL STRATEGY.RATIONALE:
Corporate strategy is a vast subject and is also a fascinating subject that has developed particularlyin the last forty years. In the first fifty years or so of the twentieth century, the externalenvironment for most organizations tended to be both largely stable and mostly predictable. Fromthe 1970s onwards, the developments in information technology and communication systemsspawned a new era and facilitated the development of the global network, communications andeconomies and inevitably global organizations. These dramatic developments caused theenvironment to become increasingly dynamic and complex and consequently more unpredictable.In a stable and predictable environment organisations had little need to plan far ahead, but in thelatter years of the twentieth century, and now in the twenty first century, forward planning isessential for the effective performance and survival of any thinking organization. Any organisationthat fails to plan is effectively planning to fail.The term used for this assignment is ‘corporate strategy’. However, depending on which sourceyou use or read you will find many different terms that are used synonymously such asorganisational strategy, strategic management, business policy, competitive strategy etc. The termcorporate strategy is used here as it encompasses every type of organisation; large, small; public,non-profit and privately owned. The term also encompasses all the different levels of strategy,including the lower levels, which exist within an organisation.

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