Organisations are social arrangement for the controlled performance of collective goals. Control is the overall process whereby goals ans standards are defined, and performance is monitored, measured against the goals and adjusted if necessary.
Organisations are social arrangement for the controlled performance of collective goals. Control is the overall process whereby goals ans standards are defined, and performance is monitored, measured against the goals and adjusted if necessary.
Organisations are social arrangement for the controlled performance of collective goals. Control is the overall process whereby goals ans standards are defined, and performance is monitored, measured against the goals and adjusted if necessary.
Faculty of Human Resources Management 9/26/2014 1 Readings Mullins L. (2005) Management and Organizational Behavior, 7 th edition, Prentice Hall, England Hellriege D., Scolum J., Woodman R. (2001), Organizational Behavior, 9 th edition, South- Western Colledge Publishing Stephen P.Robbins, 9 th edition 2001, Prentice Hall. Course book: Organizations and Behavior, 2010, Professional Education, London. 2 Organisational structure and culture Assessment Criteria Compare and contrast different organizational structure and culture Explain how the relationship between an organizations structure and culture can impact on the performance of business Discuss the factors which influence individual behavior at work
9/26/2014 3 Learning Objectives Organisation and need for management of people and activities in biz. organisations Activities and roles of manager Nature of managerial authority Difference between authority, power and responsibilities Delegation vs Empowerment 9/26/2014 4 Contents Introduction to the Organisation Functions of Management Managerial roles Nature of managerial authority Delegation vs Empowerment
9/26/2014 5 Introduction to the Organisation What is an organisation? Social arrangement Collective goals Controlled performance Purpose of management 9/26/2014 6 What is an organisation? 9/26/2014 7 Organisations are social arrangement for the controlled performance of collective goals Buchanan & Huczynski, 1991. Social arrangement In order to achieve the goals, org. must formalise social arrangement to provide a controlled performance Allocate functions, tasks, activities to individuals or groups along with clearly defined responsibilities, levels of authority and communication channels Structure of organisation
9/26/2014 8 Collective goals All organisations have collective goals, over and above the individual goals of their members 9/26/2014 9 Controlled performance Control is the overall process whereby goals ans standards are defined, and performance is monitored, measured against the goals and adjusted if necessary, to ensure that the goals are being accomplished 9/26/2014 10 Functions of Management A basic framework Managing tasks Managing people Managing performance 9/26/2014 11 A basic framework Henri Fayol (1967) Planning Organising Commanding Co-ordinating Controlling 12 Managing tasks Why plan and organise? Types of plans Control cycle
9/26/2014 13 Why plan and organise? Dealing with uncertainty Need for co-ordination Need for objectives
9/26/2014 14 Types of plan (cont.) Objectives Strategy Policies Rules 9/26/2014 15 Types of plan (cont.) Procedures Progammes Budget 16 Planning stages Making a plan Carrying out plan Monitoring and measuring actual results achieved Comparing feedback on actual results against plan Evaluating the comparison, & deciding whether further actions needed to ensure the plan achieved Implementing any corrective actions if needed 9/26/2014 17 Managing people
Managers are also leaders Managers are communicators Managers are human resources mobilisers Managers have superios, peers & colleagues Managers represent the organisationto other people 9/26/2014 18 Managing performance Managing a business Managing managers Managing the workers and the work 9/26/2014 19 Managerial roles
Managers have to wear different hats, depending what is going on at the time => managerial roles Interpersonal roles Informational roles Decisional roles 9/26/2014 20 Nature of managerial authority Power Authority, accountability & responsibility Delegation Empowerment conflict
9/26/2014 21 22 Power is the ability to get things done Power 23 Authority
Authority is the right of a person to ask someone else to do something and expect it to be done
24 Authority, responsibility & accountability Authority? Responsibility? Accountability? 25 Delegation of authority is when a superior gives to a subordinate part of his/her own authority to make decisions DELEGATION 26 Delegation process Step 1: Specify expected performance levels of assistant Step 2: Formally assign tasks Step 3: Allocate resources and authority Step 4: Maintain contact, review, give feedback.
27 EMPOWERMENT 28 What is Empowerment ? Empowerment is the term given to organizational arrangement that allow employees more autonomy, discretion and unsupervised decision-making responsibility LEADERSHIP Qualities in you 29 Conflict Organisational conflict arises from behavior intended to obstruct the achievement of some other persons goals 30 Conflict management Avoidance Smoothing Compromise Confrontation/collaboration Forcing Win-win model Win-Lose Lose-Lose Win-Win 9/26/2014 31