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REVISION INTRODUCTION TO MANAGEMENT

REVISION INTRODUCTION TO MANAGEMENT. Prepared by Nguyen Thi Thanh Hang. REVISION EXAMINATION SCOPE. Prepared by Nguyen Thi Thanh Hang. Chapter 9: Organizational Structure and Design. Organizational Structure The formal arrangement of jobs within an organization. Organizational Design

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REVISION INTRODUCTION TO MANAGEMENT

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  1. REVISION INTRODUCTION TO MANAGEMENT Prepared by Nguyen ThiThanh Hang

  2. REVISION EXAMINATION SCOPE Prepared by Nguyen ThiThanh Hang

  3. Chapter 9: Organizational Structure and Design • Organizational Structure • The formal arrangement of jobs within an organization. • Organizational Design • A process involving decisions about six key elements: • Work specialization • Departmentalization • Chain of command • Span of control • Centralization and decentralization • Formalization

  4. Mechanistic versus Organic Organization • High specialization • Rigid departmentalization • Clear chain of command • Narrow spans of control • Centralization • High formalization • Cross-functional teams • Cross-hierarchical teams • Free flow of information • Wide spans of control • Decentralization • Low formalization

  5. Contingency Factors • Structural decisions are influenced by: • Overall strategy of the organization • Organizational structure follows strategy. • Size of the organization • Firms change from organic to mechanistic organizations as they grow in size. • Technology use by the organization • Firms adapt their structure to the technology they use. • Degree of environmental uncertainty • Dynamic environments require organic structures; mechanistic structures need stable environments.

  6. Selection of organizational structures (cont.) • Environmental Uncertainty and Structure • Mechanistic organizational structures tend to be most effective in stable and simple environments. • The flexibility of organic organizational structures is better suited for dynamic and complex environments.

  7. Common organizational designs • Traditional Designs • Simple structure • Functional structure • Divisional structure • Contemporary • Team structure • Matrix structure • Project structure • Boundaryless structure

  8. Chapter 10: HRM • The importance of HRM • The HRM process • Current issues in HRM • Managing downsizing • Managing workforce diversity • Managing sexual harrassment • Work-life balance • Controlling HR costs

  9. Human Resource Management Process

  10. Chapter 11: Managing Teams • The difference between group and work group • Group development stages

  11. Chapter 14: Communication • What is communication? • Four functions of communication • The interpersonal communication process • Interpersonal communication barriers • Direction of communication flows • Types of communication networks • The grapevine

  12. The Interpersonal Communication Process

  13. Interpersonal Communication Barriers Filtering NationalCulture Emotions Language Interpersonal Communication Information Overload Defensiveness

  14. Communication Flows Diagonal Upward Downward Lateral

  15. Three Common Organizational Communication Networks and How They Rate on Effectiveness Criteria

  16. Chapter 16: Motivating Employees • What is motivation? • Early theories • Maslow Hierarchy of Needs • McGregor’s Theory X and Theory Y • Herzberg Two-Factor Theory • Mcclelland’s Three-Needs Theory • Contemporary theories • Goal-setting theory • Reinforcement theory • Jog design theory • Equity theory • Expectancy theory • Motivating unique groups of workers

  17. Chapter 16: Leadership • Leader and leadership? • Early leadership theories • Contingency theories • Contemporary views on leadership

  18. Chapter 17: Controlling • What is controlling, purposes? • Controlling systems • The importance of controlling • The control process • Organizational performance? How to measure? (Organizational productivity and effectiveness) • Feedforward, concurrent, and feedback control • Tools for controlling organizational performance (financial controls, the balanced scorecard, information controls, benchmarking).

  19. Exam Structure • 20 MCQs(20%) • 05 short answer questions (50%) • Analyzing case: 03 analysis questions (30%)

  20. Short answer questions • Theory-based, therefore, remember and understand the key ideas in each lecture. • Take relevant examples where necessary to clarify and illustrate your ideas.

  21. Case study • Clear ideas and presentation, straightforward, no repetition • Say what it is, then justify • Avoid describing the details in the case again.

  22. Steps in writing • Brainstorm ideas • Group ideas under big categories/points • Write up with clear organization (introduction , body, and conclusion) • Don’t forget the transitional words (first, second, third, and so on) • Check again for errors (grammar, spelling, presentation, ideas overlap, etc.)

  23. Save the date , check the venue and seat number 05 January 2015 1pm-3pm

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