Documentos de Académico
Documentos de Profesional
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Organisations:
A Distinct Purpose
Comprised of People
A deliberate Structure
Dynamic
Flexible
Team orientated
Involvement Orientated
Diverse Work-force
No Time Boundaries
Planning
Organising
Leading
Controlling
Top Level
Middle Level
First Level
Planning
22%
36%
51%
Organising
36%
33%
24%
Leading
28%
18%
15%
Controlling
14%
19%
10%
Development of Management Adam Smith (1776) Wealth of Nations emphasised the Division of
Labour after the Industrial Revolution in the UK
Scientific Management
Taylors Principles
Non-decisional Workforce
Emphasised:
Speed of Production
Division of Work
Authority
Discipline
Unit of Command
Unity of Direction
Remuneration
Centralisation
Scalar Chain
Order
Equity
Initiative
Esprit de Corps
Division of Labour
Authority Hierarchy
Formal Selection
Impersonality
Career Oreintation
GAT Advantages:
GAT Disadvantages:
For Stable and simple rather than dynamic and complex organisations
Criticism
Manipulative techniques
Group is important
Planning
1. Organisational Goals and Objectives
2. Strategy to achieve those Goals
3. Plan to integrate strategy into operational activities
Formal and Informal Planning
Planning provides:
Direction
Reduces uncertainty
Goals Traditionally set at the Top and then broken down into sub-groups
Steps in Goal Setting
1. Review Organisations Mission
2. Evaluate Available Resources
3. Determine Goals individually or with other input
4. Set Goals and Communicate Goals
5. Review; See if Goals are being met.
Creates Rigidity
Unstructured Problems and Decisions New or Unusual problems , non programmed decisions with a
custom approach (Incomplete, long, vague, upper levels).
Decision Making Conditions (Errors and Bias in Decision Making)
Certainty
Risk
Uncertainty
Organising
Formalisation
i. High Highly Regulated (i.e. Military)
ii. Low Lowly Regulated (i.e. Google)
Organisational Design
Strategy
Innovation (Organic)
Imitation (both)
Unit (Organic)
Mass (Mechanistic)
Process (Organic)
(Traditional or Contemporary)
Leading Ability to Influence Others (May not be managerial Authority)
Trait Theories
Characteristics:
i. Intelligence
ii. Charisma
iii. Decisiveness
iv. Enthusiasm
v. Strength
vi. Bravery
vii. Integrity and Self-Confidence
Seven Main Traits (Did not always predict the right people for leadership roles):
a. Drive
b. Desire to lead
c. Honesty and Integrity
d. Self-Confidence
e. Intelligence
f.
Job-Relevant Knowledge
g. Extra-version
Behavioural Theories Based on the best leadership styles identified, leader could be trained.
Main Studies
o
University of Iowa
University of Michigan
Managerial Grid
Two Types:
Task Orientated
Relationship Orientated
Leader-member relations
Task structure
Position Power
S1 Telling
S2 Selling
S3 Participating
S4 Delegating
Employee Ability
Willingness
Confidence
Coercive
Reward
Expert
Power of Person
Referent
Trust (Developing)
Credibility Degree to which followers perceive someone as honest, competent and able
to inspire.
Five Dimensions:
o
Integrity
Loyalty
Competence
Openness
Consistency
Motivation Process by which a persons efforts are energised, directed and sustained towards
attaining a goal.
a. Energy measure of intensity or drive
b. Direction towards organisational goals
c. Persistence effort to achieve those goals
Types of Motivation:
Intrinsic (Deep approach) inner desire of the field or job to engaged (Enjoyment)
Extrinsic (Surface Level Approach) Stepping Stone approach, needs to be done (i.e.
Working for reward).
Content Theory
Rewards
o
Motivators
Hygiene
Achievement
Supervision
Recognition
Working Conditions
Work Itself
Salary
Responsibility
Status
Advancement
Security
Growth
Relationships
Job Satisfaction
Job Dissatisfaction
Equity Theory Employees compare jobs by job inputs and outcomes and refers it and corrects the
inequity.
Expectancy Theory
Individuals act in certain ways based on the expectation that the act will be followed by a
given outcome.
Three Variables:
1. Expectancy Effort-performance Linkage
2. Instrumentality Performance reward Linkage
3. Valence Attractiveness of Reward
Cultural Challenges
Equitable
Monetary
Control Process
1. Measuring Actual Performance
2. Comparing Actual Performance against Organisations Standards
3. Taking Managerial Action (Goal might be too high or low etc).
Measuring:
Organisational Performance
Measurement:
Productivity
Effectiveness
Consumes Resources
Red Tape
Inappropriate Goals
Decreases Satisfaction
Increases absenteeism
Increases Turnover
Creates Stress
Contemporary Issues
Employee theft
Workplace violence
Corporate Governance
Omnipotent View Managers are directly accountable for the success or failure of an
organisation
Parameters of Discretion
External Environment
o
Environmental Uncertainty
Degree of Change
o
Degree of Complexity
o
Organisational Stakeholders
Multi-Cultural Organisation
Organisations that actively promote and embrace pluralism and respect for diversity
o
Equality
Absence of Prejudice
Planning
o
Recruitment Goals
Organisational goals
Individual Workloads
Organising
o
Leading
o
Controlling
o
Easer to communicate
Ethical Considerations
Job design
Workload
Flexibility
Equal Opportunity
Leave Entitlements.