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C7: ORGANISATION & MANAGEMENT - Coggle Diagram
C7: ORGANISATION & MANAGEMENT
SIMPLE HIERARCHICAL STRUCTURES (DEFINITIONS)
SPAN OF CONTROL
WIDE
ADVANTAGES
FASTER COMMUNICATION & DECISION MAKING
LESS SUPERVISION
DISADVANTAGES
LESS CONTROL OVER SUBORDINATES
EFFECTIVE COMMUNICATION IS DIFFICULT
REDUCE PROMOTION OPPURTUNITY
NARROW
ADVANTAGES
BETTER CONTROL OVER EMPLOYEE
EASIER EFFECTIVE COMMUNICATION
MORE MANAGERS / SUPERVISOR ↑ PROMOTION OPPURTUNITY
DISADVANTAGES
MORE EXPENSIVE ; MORE MANAGERS NEEDED
SUPERVISION MAY DECREASE
(EMPLOYEE MOTIVATION)
COMMUNICATION & DECISION MAKING SLOWER
LEVELS OF HIERARCHY
CHAIN OF COMMAND
LONG
SHORT
DELAYERING
ADVANTAGES
INCREASES DELEGATION
SENIOR MANAGER MORE CLOSE TO WHAT IS HAPPENING IN BUSINESS
COMMUNICATION & DECISION MAKING FASTER
DISADVANTAGES
HAVE TO PAY REDUNDANCY PAYMENT
FEAR OF REDUNDANCY / REDUCE JOB SECURITY
INCREASED WORKLOAD FOR MANAGER COULD CAUSE TASK NOT COMPLETED ON TIME / QUALITY OF DECISION MAKING NOT AS GOOD
ROLES & RESPONSIBILITIES OF:
MANAGERS
3COP (DELEGATION)
SUPERVISORS & OTHER EMPLOYEES
WORK TOWARDS ACHIEVING DEPARTMENTAL, INDIVIDUAL, & GROUP TARGETS
COMPLETE THEIR TASK EFFICIENTLY & TO REQUIRED STANDARD SET BY MANAGER
DIRECTORS
PROTECTING INTERESTS OF STAKEHOLDER / SHAREHOLDERS
SETTING STRATEGY
REVIEWING PERFORMANCE OF MANAGERS
PROVIDING LEADERSHIP
IMPORTANCE OF DELEGATION
MOTIVATE EMPLOYEES
DEVELOPING SKILLS OF EMPLOYEES
MANAGERS MORE TIME TO FOCUS ON COMPLEX TASKS
LEADERSHIP STYLES
DEMOCRATIC
TWO WAY FEEDBACK / COMMUNICATION IS ENCOURAGED
LEADER IS AVAILABLE TO SOLVE PROBLEMS (CLOSE SUPERVISION IS NOT NEEDED)
EMPLOYEES ENCOURAGED TO TAKE PART IN DECISION - MAKING (LEADER STILL TAKES THE FINAL DECISION)
EMPLOYEES GIVEN INFORMATION WHICH ALLOWS THEM TO FULLY PARTICIPATE IN THE BUSINESS
OBJECTIVES SET BY THE LEADER (EMPLOYEES OFTEN CONSULTED)
MOTIVATION LIKELY TO BE HIGH
LAISSEZ - FAIRE
COMMUNICATION IS OFTEN UPWARDS (SUBORDINATES TO LEADER)
NO SUPERVISION
DECISION - MAKING DELEGATED TO EMPLOYEES
EMPLOYEES PROVIDED WITH ALL INFORMATION THEY NEED TO TAKE DECISIONS
OBJECTIVES SET BY LEADER (WITH / WITHOUT) INPUT FROM EMPLOYEES
MOTIVATION LEVEL CAN BE HIGH / LOW DEPENDING ON TASK & SKILLS OF EMPLOYEES
AUTOCRATIC
CLOSELY SUPERVISED
EMPLOYEES GIVEN VERY LITTLE INFORMATION
ONE - WAY, FROM LEADER TO EMPLOYEES (NO OPPURTUNITY FOR FEEDBACK)
MOTIVATION LIKELY TO BE LOW
DECISION MADE BY THE LEADER WITHOUT ANY INPUT FROM EMPLOYEE
OBJECTIVES SET BY THE LEADER (WITHOUT ANY INPUT)
RECOMMEND AN APPROPRIATE LEADERSHIP STYLE
TASK TO BE COMPLETED
TIME AVAILABLE TO MAKE DECISION
SKILLS & EXPERIENCE OF WORKFORCE
PERSONALITY OF MANAGER
TRADE UNIONS
WHAT THEY DO?
PROVIDING LEGAL ADVICE & SUPPORT
NEGOTIATES WITH EMPLOYER TO IMPROVE PAY & WORKING CONDITIONS
PROVIDING SERVICE TO MEMBERS (eg. insurance, holiday schemes)
RESOLVING CONFLICT BETWEEN EMPLOYER & EMPLOYEE
EFFECTS
TO EMPLOYER
HELP IMPROVE WORKING CONDITIONS → EMPLOYEE MOTIVATION → REDUCE RATE OF ABSENTEEISM & LABOUR TURNOVER
UNIONS COULD BE INDUSTRIAL ACTION TO FORCE EMPLOYER TO MEET DEMANDS
POWERFUL UNIONS FORCE HIGH WAGES, REDUCE COMPETITIVENESS & PROFIT
DISTRUPT PRODUCTION / LOSE ORDERS / REDUCE PROFITS
TO EMPLOYEE
TRY TO PROTECT EMPLOYEE'S JOB SECURITY
MEMBERSHIP FEE
PROVIDE SUPPORT & LEGAL ADVICE (too expansive for individuals)
DURING STRIKE ACTION, EMPLOYEES LOSE WAGES
HAVE GREAT POWER WHEN DEALING WITH EMPLOYER
CENTRALISED VS DECENTRALISED ORGANISATION
CENTRALISED ORGANISATION
ADVANTAGES
TAKEN FOR BENEFIT OF WHOLE BUSINESS
QUICK DECISION MAKING
GREATER USE OF SPECIALIST STAFF (IMPROVE DECISION MAKING)
DISADVANTAGES
UNABLE TO RESPOND FAST TO CHANGE IN LOCAL MARKET
REDUCE EMPLOYEE MOTIVATION
SLOW COMMUNICATION
DECENTRALISED ORGANISATION
ADVANTAGES
TRAIN JUNIOR MANAGER
DELEGATION IMPROVES MOTIVATION
MADE BASED ON LOCAL NEEDS
DISADVANTAGES
POOR DECISION - MANAGER LACK OF SKILL / EXPERIENCE
MIGHT NOT BE IN INTEREST OF WHOLE BUSINESS