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MGMT, Organisation / Corporation (Management (Functions (Organizing (HRM…
MGMT
Organisation / Corporation
Management
Resources
Managers
Leaders
Functions
Planning
Organizing
Common Elements of Organisation
Common Purpose: The means for unifying Members
Coordinate Efforts: Working together for common purpose
Division of labors: Work specialization for greater efficiency
Hierarchy of authority: The chain of commands
Span of Control: Narrow(or Tail) vs Wide(or Flat)
Narrow Span of Control
Wide Span of control
Authority, Responsibility, and Delegation (Line vs Staff)
Line Position
Staff Position
Centralization versus Decentralization of Authority
Structuring
Org Design
Traditional Designs
Simple Structure(Small Firm)
Functional Structure (Grouping by Similar work specifications)
Divisional Structure: Grouping by similarities of purpose
Product Divison
Customer Division
Geographic Division
Matrix Structure: (A Grid of functional and Divisional for Two Chains of command)
Horizontal Design or Team based design (Eliminating Functional Barriers to solve problems)
Designs that open boundaries between organizations: Hollow, Modular & Virtual Structures
Hollow Structure/Network Structure
Modular Structure
Virtual Structure
Contingency Design
Factors to be considered in Designing an Org Strucure
Environment (Mechanistic versus Organic) - Burns and Stalker Model
Mechanistic Organisation - When Rigidity and Uniformity work best
Organic Organisation - When Looseness and Flexibility Work Best
Environment (Differentiation versus Integration)
Differentiation - When forces push the organization apart
Integration - When organisation pull the organization together
Link b/w strategy, Culture, Structure
HRM
Planning Human Resource Need
Understanding Current Employment needs
Job Analysis
Job Description and Job Specification
Predicting future Employment Needs
Staffing the organisation might need
Likely sources of staffing
Recruitment
Internal Recruitment
External Recruitment
Selection
Background Information
Application Forms
Resumes
Reference Checks
Interviewing
Unstructured
Structured
Situational
Behavioral
Employment Test
Ability
Personality
Performance
Integrity
Effective Workforce
Compensation & Benefits
Incentives
Benefits or Fringe Benefits
Wages or Salaries
Basic Pay
Orientation
First 6 Months(Helping new employees get comfortable)
Desirable Characteristics of orientation
Training
Process
Assessment ( Is training needed?)
Objectives (What should training achieves)
Selection (Which Training method should be used)
Implementation ( How should training be effected?)
Evaluation (Is the training working)
Types
On-the Job training
Off-the-job Training
Development
Performance Management
Step 1: Define Performance
Step 2: Monitor and Evaluate Performance
Step 3: Review Performance
Step 4: Provide Consequences
Performance Appraisal
Kinds
Objective appraisal or result appraisal
Subjective appraisal
Trait Appraisal
Attitudes
Initiatives
Leadership
Behavioral appraisal (Observable aspects)
On time work
Who will provide
Peers, Subordinate, Customers and self
360 degree Assessment, Appraisal by everybody
Forced Ranking: Grading on curve
Feedback
Formal Appraisal
Informal Appraisal
Managing Promotions
Promotions ( Moving Upward)
Fairness
Nondiscrimination
Others' resentment
Transfer: Moving Sideways
Disciplining & Demotion (Threat of moving downward)
Dismissal: Moving out of organisation
Layoffs
Downsizing
Firings
Legal Requirements
Labor Relations
Compensation of benefits
Health & Safety
Equal employment opprotunities
EEO
Workplace Discrimination
Disparate Treatment
Adverse Impact
Affirmative Action
Sexual Harassment
Controlling
Leading
Person