the structuring of resources and activities to accomplish objectives in an efficient and effective manner
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DEPARTMENTATION
grouping of related jobs, activities, or processes into major organizational subunits.
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SPAN OF CONTROL
the number of people who report directly to a given manager
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STRUCTURE
arrangement or relationship of positions within an organization
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DIVISION OF LABOR
determining the scope of work and how it is combined in a job
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DELEGATION OF AUTHORITY
the process of assigning various degreees of decision making authority to subordinates
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COORDINATION
linking of activities in the organization that serves to achieve a common goal or objective
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FORMAL ORGANIZATION
the structure that details lines of responsibilities, authority and positions
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INFORMAL GROUPS
members of organization spontaneously form a group with friendship as a principal reason for belonging
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ORGANIZATION CHART
diagram of the organization’s official positions and formal lines of authority
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ORGANIZATIONAL MANUAL
provides written descriptions of authority relationships, details the functions of major organizational units and describes job procedure
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POLICY MANUALS
describes personnel activities and company policies
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FUNCTIONAL ORGANIZATION
form of departmentalization in which everyone engaged in one functional activity, such as engineering or marketing, grouped into one unit.
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PRODUCT OR MARKET ORGANIZATION
organization of company by divisions that brings together all those involved with a certain type of product or customer.
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MATRIX ORGANIZATION
organizational structure in which each employee reports to both a functional or division manager and to a project or group manager
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FRIENDSHIP, COMMON INTEREST, PROXIMITY, NEED SATISFACTION, COLLECTIVE POWER, GROUP GOALS
6 reasons for joining or forming a group
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LINE AUTHORITY
manager’s right to tell subordinates what to do and then see that they do it.
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STAFF AUTHORITY
staff’s specialist’s right to give advice to a superior
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FUNCTIONAL AUTHORITY
specialist’s right to oversee lower level personnel involved in that specialty, regardless of where the personnel are in the organization
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PERSONAL STAFF
individuals assigned to specific manager to provide needed staff services
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SPECIALIZED STAFF
individuals providing needed staff services for the whole organization
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COMMITTEE
a formal group of persons formed for a specific purpose.
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AD HOC COMMITTEE
one created for a shor-term purpose and have a limited life. EX: anniversary festives
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STANDING COMMITTEE
permanent committee that deals with issues on an ongoing basis. EX: complaints from employees of the org
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STAFFING
management function that determines human resource needs, recruits, selects, trains, and develop human resources for jobs created by an organization
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human resource plan
recruitment
selection
induction and orientation
training and development
performance appraisal
employment decisions
separations
8 staffing procedures
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HUMAN RESOURCE PLANNING
the planned output of any organization will require a systematic deployment of human resources at various levels.
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FORECASTING
assessment of future human resource needs in relation to the current capabilities of the org
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PROGRAMMING
translating the forecasted human resource needs to personnel objectives and goals
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EVALUATION AND CONTROL
monitoring human resource action plans and evaluating their success
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time series methods
explanatory, causal models
monitoring methods
METHODS OF FORECASTING
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TIME SERIES METHODS
use historical data to develop forecasts of the future
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EXPLANATORY, CAUSAL MODELS
attempts to identify the major variables that are related to or have caused particular past conditions and then use current measures of these variables to predict future conditions
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regression models
econometric models
leading indicators
3 major types of explanatory models
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economic models
system of regression equations estimated from past time-series data and used to show the effect of various independent variables on various dependent variables
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leading indicators
time series that anticipate business cycle turns
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monitoring methods
those that provide early warning signals of signbificant changes in established patterns and relationships so that the engineer manager can access the likely impact an plan responses if required.
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attracting qualified persons to apply for vacant positions in the company so that those who are best suited to serve the company may be selected
recruitment
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organization’s current employees
newspaper advertising
schools
referrals from employees
recruitment firms
competitors
6 source of applicants
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selection
act of choosing from those that are available the individuals most likely to succeed on the job.
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application blanks
references
interviews
testing
4 ways of determining the qualifications of a job candidate
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psychological tests
\ physical examination
types of tests
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psychological tests
objective standard measure of a sample behavior
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aptitude test
one used to measure a persons capacity or potential ability to learn
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performance test
one used to measure a person’s current knowledge of a subject
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personality test
one used to measure personality traits as dominance, sociability, and conformity
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interest test
one used to measure a persons interest in various fields of work
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physical examination
type of test given to assess the physical health of an applicant
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Induction
new employee is provided with the necessary information about the company
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orientation
new employee in introduced to immediate working environment and co workers
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training
learning that is providedin order to improve performance on the present job
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ojt
vestibule school
apprentice program
special courses
training program for non managers
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ojt
trainer is placed in an actual work situation under the direction of his immediate supervidor,who acts as trainer
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vestibule school
trainee is placed in a situation almost exactly the same as the workplace where machines, materials, and time constraints are present
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apprentice program
combination of ojt and experiences with classroom instruction in particular subjects are provided to trainees
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special courses
provide more emphasis on education rather than training.
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in basket
management games
case studies
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training programs for managers
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in basket
trainee is provided with a set of notes, messages, telephone calls, letters, and reports, all pertaining to a certain company situation.
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management games
trainees are faced with a simulated situation and are required to make an on going series of decisions about the situation
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case studies
actual situations in orgs and enable one to examine successful and unsuccessful operations
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role playing
trainees are assigned roles to play in a given case incident
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behavior modeling
attempts to influence the trainee by showing model persons behaving effectively in a problem situation
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sensitivity training
awareness and sensitivity to behavioral patterns of oneself and others are developed
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transactional analysis
to help individuals not only understand themselves and others but also improve their interpersonal communication skilss
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ojt experience
this method provides valuable opportrunities for the trainee to learn various skills while actually engaged in the performance job
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coaching
method requires a senior manager to assist a lower level manager by teaching him the needed skills
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understudy
a manager works as assistant to a higher level manager and participates in planning
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position rotation
manager is given assignments in a variety of depatments
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multiple management
premised on the idea that junior executives must be provided by means to prepare them for higher management positions
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performance appraisal
measurement of employee performance
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rating scale metod
essay method
management by objectives method
assessment center method
checklist method
ranking method
critical-incident method
8 ways of appraising performance
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employment decisions
after evaluating the performance of employees, the management will jow be ready to make _________.
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monetary rewards
promotion
transfer
demotion
employment decisions are classified as:
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separation
either a voluntary or involuntary termination of an employee
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involuntary separation
also known as termination
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communication
a process of sharing information through symbols, including words and message
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information function
motivation function
control function
emotive function
4 functions of communication
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information function
maybe used for decision making at various levels in the organization\`
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motivation function
means to motivate employees to commit themselves to the organizations obejctives
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control function
when properly communicated, reports, policies, and plans definines roles, clarify duties, authorities and responsibilities.
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emotive function
when feelings are repressed in the organization, employees are affected by anxiety, which affects perfomance
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develop an idea
encode
transmit
receive
decode
accept
use
provide feedback
8 COMMUNICATION PROCESS
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verbal
non verbal
forms of communication
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verbal communication
those transmitted through hearing or sight
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non verbal communication
conveying message through body languange, as well as the use of time, spcae, touch, clothing, appearance….etc
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personal barriers
physical barriers
semantic barriers
3 barriers of communication
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personal barriers
hindrances to effective communication arising from communicators characteristics as a person such as emotions,values, poor listening habits, sex, age, race…etc
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physical barriers
interferences to effective communication occuring in the environment where the communication is undertaken
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semantic barriers
interference with the reception of a message that occurs when the message is misunderstood even though it is received exactly as transmitted
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downward communication
upward communication
horizontal communication
3 techniques for communicvating in organizations
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downward communication
message flows from higher levels of authority to lower levels
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upward communication
messages from persons in lower level positions to persons in higher positions
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horizontal communication
messages sent to individuals or groups from another of the same organization level or position
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formal grievance procedures
employee attitude and opinion surveys
suggestions systems
opendoor policy
informal gripe sessions
task forces
exit interviews
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techniques used in upward communication
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management information system
an organized method of providing past, present, and projected information on internal operations and external intelligence for use in decision making
Studied by 16 people
