Organisations
Collections of people who work together and coordinate their actions to achieve a wide variety of goals or desired future outcomes.
Any organisation has three characteristics in common:
T-O-T
-They have a purpose.
-Organisations group people together in some way or other.
-They are each made up of people (employees).
system
A set of interrelated parts that function to achieve a common purpose
open system
an organisation does not exist in a vacuum, but within a broader environment with which it interacts in the process of converting inputs into product or service outputs
Operational employees (Operatives)
People who work on specific tasks, but who do not have any supervisory role or authority over other people within the organisation.
Managers
-They are responsible for supervising both operational employees and lower-level managers.
-They are evaluated according to how well the people they supervise, do their jobs
An important responsibility of managers
To ensure that their employees understand their individual work goals as well as how the achievement of their goals is related to the success of the organisation.
Management levels
-First-line managers
-Middle managers
-Top managers
First line managers
Responsible for supervising the day-to-day activities of operational employees.
Middle managers
Mainly responsible for managing first-line managers and for translating the goals set by top management into goals and activities for these lower-level managers to perform.
Top managers
primarily responsible for making day-to-day decisions with regard to the strategic direction in which their organisations should go in the longer term.
Defining management
The process of getting things done, effectively and efficiently, through and with other people.
Process
The main tasks and activities that managers perform: planning, organising, leading, and controlling.
Effectiveness
Identifying and performing those activities that are going to ensure that the organisation achieves its goals and fulfils
the purpose for which it exists.
Efficiency
how well tasks are done. Another way of putting
it is that efficiency is concerned with the organisation ‘doing things right
Goal attainment
A measure of effectiveness
Productivity
A measure of efficiency
Managerial tasks
-Planning
-Organising
-Leading
-Controlling
Planning activities
-Analysing the current situation
-Anticipating the future
-Determining objectives
Planning
Determining the resources needed to achieve the organisation’s goals
Organising activities
-Attracting the right people to the right jobs within the organisation
-Specifying job responsibilities
-Grouping jobs into work units
-Getting and allocating resources
-
Chapter 122
-
Chapter 1.222
-
Chapter 1.316
-
Chapter 221
-
Chapter 2.223
-
Chapter 2.31
-
Chapter 420
-
Chapter 4.218
-
Chapter 722
-
Chapter 7.219
-
Chapter 7.320
-
Chapter 7.423
-
Chapter 820
-
Chapter 8.221
-
Chapter 8.320
-
Chapter 8.420
-
Chapter 921
-
Chapter 9.220
-
Chapter 9.322
-
Chapter 9.45
-
Chapter 1020
-
Chapter 10.216
-
Chapter 1120
-
Chapter 11.220
-
Chapter 11.320
-
Chapter 11.43
-
Chapter 1220
-
Chapter 12.220
-
Chapter 12.320
-
Chapter 12.47
-
Chapter 1320
-
Chapter 13.220
-
Chapter 1420
-
Chapter 14.218
-
Chapter 1520
-
Chapter 15.220
-
Chapter 15.37
