Unit 4 D1: Analyse the relationship between job roles, functions and an an organisation’s structure, using appropriate illustrative examples Everyone who works in a company – no matter how big or small, they all have a ‘specific’ job to do. In most jobs, the more you get paid the more experienced and professional you are (known as senior), and you probably have specific qualifications if you are senior. This is because the more experienced and professional you are, the more responsibility you have. This will usually mean that you have a responsibility to make sure your department is running smoothly and is ultimately cost effective. Large organisations employ a lot of staff and these have to be organised into different job roles in each department, because each of them has different skills and knowledge, therefore different objectives, so for example Human Resources deal with the whole person, that ranges from personal issues, counselling and payroll, they also do firing and benefits, including health, medical and life insurance.
An ERP management information system integrates all the common areas like purchasing, inventory, sales, human resources, and marketing. Project Stakeholders The success of a project and the positive effects it has on a company is solely dependent on stakeholder management. Stakeholder Management is an important discipline that successful people use to win support from others. It helps them ensure that their projects succeed where others fail. Managers are required to work a minimum of 10 hours on the new platform as well as a host of new compliance policies.
Maintaining control is a function that many managers perform daily in the organisation. It requires the manager to monitor employee output, customer satisfaction, quality management, problem analysis and problem solving. Maintaining control in organisations was the central idea of Taylor’s scientific management. Control mechanisms in the organisation are put in place to ensure that the organisation meets the goal and targets set by the shareholders, to provide structure, aid in productivity and accountability in the effort to increase the efficiency of the organisation. Some control measures can either be pro-active or re- active, some anticipate problems while others solves problems after they have occurred and are designed to deal with issues that may arise in an organisation at different stages so corrective action can be taken.
Productive and Counterproductive Behavior in Organizations June 23, 2012 Cynthia Hackney PSY/428 Any organizations, regardless of the type of product they produce, strive to be productive that equals success. A non-productive organization can easily become obsolete regardless of the resources it expends. Organizations cannot afford to expend all of its precious resources on bad leadership or bad employees and yet many organizations who fail have done just that. The difference between productive and counterproductive behavior seems straightforward but understanding the difference and applying techniques to correct this behavior is one that many organizations struggle with daily. This paper will analyze the differences between productive and counterproductive behavior within an organization and suggest approaches to increase productive actions and decrease counterproductive actions.
The first party employs these agents as they are more informed about the working dynamics of the industry that they operate in. The Agency theory assumes that there would be self-interest at the individual levels and goal conflicts at the organisational levels between involved parties (Eisenhardt, 1989). Agency theory is particularly useful in several areas of organisational working, such as resolution of goal conflicts, outcome uncertainty and un-programmed and group tasks (Gurbaxani and Kemerer, n.d.). It allows managers a top-down control of the entire scheme of work, and they are able to guide it to completion. However, Eisenhardt (1989) also proposes that in the case of agency theory, while it does have its merits for effective
Ten Steps to a Successful PMO If it’s control and accountability that you’re looking for (and what organization isn’t?) a Project Management Office is a great place to start. Here are ten ways that you can make sure your PMO is successful. 1. Decide what type of PMO you want to establish.
EQUIP is an employee suggestion program for increasing revenue, cutting cost, or simplifying work processes. For productivity improvements, soliciting ideas from workers are important. Quality improvement teams were empowered so that they could construct their own approaches to solve thorny problems like
The speed and effectiveness of decision-making is enhanced. Administrative costs do rise and managers in each department may focus on their own product. Customer departmentalisation involves grouping activities to respond to and interact with specific customers or customer groups. The distinct advantage is that the organisation can use skilled specialists to deal with unique customers however a large administrative staff is required to integrate the activities of the various departments. Geographic departmentalisation involves grouping jobs on the basis of geographic sites or areas.
Through his research, Robert Katz found that managers need at least three essential managerial skills. These skills are termed “technical skills, human skills and conceptual skills” (Katz). For an organization, it is very important to hire managers that have these skills, as their skills can be passed onto others. When employees are given the chance to interact with competent managers, it is said that “unskilled individuals can gain managerial skills”(Francois Patrick and Beaudry, 2009). The management field is very diverse, filled with both women and men professionals of different cultures.
Advantages of looking at strategy from different schools of thought There have been many schools of thought which have emerged in the domain of strategic management. According to Mintzberg and colleagues (1998), the domain consists of ten perspectives which pertains to the design, planning, positioning, entrepreneurial, cognitive, learning, power, cultural, environmental as well as configuration.. There are many advantages of considering these schools of thought for strategy formulation as they help to better understand the way in which strategies are developed by highlighting the different aspects of the firm, its purpose as well as its environment (Okumus, 2010). Studying and analyzing these schools of thought can help to better learn about strategy, the levels of strategy as well as the considerations which should be made before formulating the perfect strategy. For example the ten schools of thought by Mintzberg consists of both Prescriptive as well as descriptive schools which highlights the different ways in which strategy can be formulated.