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Organization and Management (role of management (qualities (intelligence,…
Organization and Management
organisational structure
refers to the levels of management and division of responsibilities within an organisation
writing job description has 2 advantages
people applying for the job could see if they were suitable for the work expected of them
once in the job, the new employee would know exactly what their duties and responsibilities were. They should
help
, not just
repeat
organisation charts
most important features
there are different levels in the organization and they have different degree of authority
each of these departments has a particular job or function
as there are different chains of management, there is a
chain of command
bigger businesses are likely to have many more levels of hierarchy and therefore a longer chain of command
advantages
all employees are aware of which communication channel is used to reach them with messages and instructions
every individual can see their own position in the organisation
shows the links and relationship between different departments within the organisation
gives them a sense of belonging
chain of command and span of control
advantages of short chains of command
communication is quicker and more accurate
top managers are less remote from the lower level of the hierarchy so they should be more in touch
spans of control will be wider
if superiors have more people to manage, it will encourage managers to delegate more because as their department is larger, they cannot do all the important work by themselves
there will be less direct control of each worker & they would feel more trusted. able to take more decisions by themselves. may obtain more job satisfaction
roles, responsibilities and inter-relationships between people in organizations
line managers
have the authority to give orders and to have their decisions put into effect in their department
directly supervise subordinates in a clear line of authority
staff managers
specialists who provide support, information and assistance to line managers
give support to the Board of Directors and line managers of the functional departments
role of management
planning
for the future of the organisation, setting aims/targets
gives the organisation a sense of purpose (something to work towards)
must plan for the resources which will be needed
organising
tasks must be delegated to others
to organise people and resources very effectively
an organisational chart can help show who has the authority to do which job
helps with specialisation so 2 people don't do the same work
coordinating
make sure that all the departments in the organisation work closely together to achieve the aims of the business
the inter-relationships between departments need to be coordinated by good communication and regular meetings
commanding
guiding, leading and supervising
make sure that all supervisors and workers are keeping to targets and deadlines
make sure that the tasks are carried out by people below them in the organisation
controlling
measure and evaluate the work of all individuals and groups to make sure they are on target
if certain groups are failing to do what is expected of them, managers may have to take corrective action
without clear & effective management, a business is going to
lack a sense of control and direction
lack coordination between departments, leading to wastage of effort
lack control of employees
lack organisation of resources, leading to low output and sales
qualities
intelligence
self-confidence
determination
initiative
good communication skills
enthusiasm
why is it important to have a good manager
to motivate employees
to give guidance and advice to employees they manage
to inspire employees they manage to achieve more than they thought possible
to keep costs under control
to increase profitability of the business
delegation
advantages of delegation
for the manager
managers cannot do every job themselves
less likely to make mistakes if some of the tasks are being performed by their subordinates
can measure the success of their staff more easily
for the subordinate
the work becomes more interesting and rewarding
feels more important and believes that trust is being put in them
helps to train workers and they can make progress in the organisation (gives them career opportunities)
why might a manager not delegate?
some may be afraid that the subordinates might fail and the manager wants to control everything by themselves
there might also be a risk that the subordinates does a better job than the manager which makes them insecure
delegation must mean:
increasing trust of workers by supervisors and managers
a reduction in direct control by supervisors and managers once tasks are done by workers
leadership
autocratic leadership
the manager expects to be in charge of the business and to have their orders followed
keep themselves seperate
make all the decisions and keep info to themselves
communication is mainly one way (downward or top-down)
workers have little or no opportunity to comment on anything
democratic leadership
get other employees involved in decision-making process
future plans will be openly discussed before final decision made often by the leader
communication will be both downward or top-down and upward or bottom-up
laissez-faire
tends to make the broad objectives of the business known to employees
they are left to make their own decisions and organize their own work
communication will be difficult as clear direction will not be given
trade unions
benefits
strength in numbers
improved working conditions
services such as insurance, social facilities
possible influence on government decisions
employment if there is a closed shop
improved conditions of employement
advice if unfairly treated
improved pay
improved communications between employees and management
advice id dismissed (unfairly or made redundant)
representations in grievances with management
disadvantages
costs money to be a member
may be required to take industrial action even if they don't agree
they seek to
put forward their views to the media and influence government decisions
improve communications between workers and management