Principles of Management (8-10)

Job Specialisation

The degree to which to overall task of the organisation is broken down into smaller component parts.

Departmentalisation

The process of grouping jobs involving the same or similar activities.

Establishing Reporting Relationships

Clear and distinct line of authority among the positions in an organisation.

Distributing Authority

Systematically delegating power and authority throughout the organisation.

Coordinating Activitites

The process of linking the activities of the various departments of the organisation.

Buearucratic Model

Model of organisation design based on a legitimate and formal system of authority.

Situational Influences

Environment, Technology, Size, Organisational life cycle.

Functional Design (U-Form)

CEO at the top, vice presidents for each function, managers.

Divisional Design (M-Form)

CEO at the top then different divisions/companies that operate with relative autonomy.

Matrix Design

CEO then VPs and project managers, with employees reporting to both.

Organisation Change

Any substantive modification to some part of the organisation.

Lewin Model

Change requires 3 steps, unfreezing, changing itself, refreezing.

Comprehensive Approach

Managers must understand how and why to implement change and follow a logical and orderly sequence.

Resistance to Change

Uncertainty, Threatened Self-Interests, Different perceptions, feelings of loss.

Overcoming resistance

Participation, Education and Communication, facilitation, force-field analysis.

Organisation Development

An effort that is planned, organisation wide and managed from the top intended to increase organisational effectiveness and health through planned interventions in the organisation’s process, using behavioural science knowledge.

Organisational Innovation

The managed effort of an organisation to develop new products or services or new uses for existing products or services.

Promoting Intrapreneurship

Reward system, Organisating culture, hiring intrapreneurs.

Human Resource Management (HRM)

The set of organisational activities directed at attracting, developing and maintaining an effective workforce.

Strategic Importance

People are the hardest competitive asset to copy. Tech can be bought, strategy can be imitated, but workers cannot. It shapes who you hire, how they grow, and whether they stay.

Australian Legal Environment

Fair work governs employment conditions, unfair dismissal and workplace relations.

Pyschosocial Hazards

Anything in the design or management of work that could cause pyschological harm or physical harm.

Job Analysis

A systematised procedure for collecting and recording information about jobs within an organisation.

5 steps of HR Planning

Assess trends, predict demand, forecast internal and external supply, compare future demand and internal supply, plan for dealing with predicted shortfalls or overstaffing.

Training

Teaching operational or technical employees how to do the job for which they were hired.

Development

Teaching managers and professionals the skills needed for both present and future jobs.

Performance Appraisal

A formal assessment of how well employees are doing their jobs.

Ranking

Comparing employees directly with one another and order them from best to worst.

Rating

Compares each employee against a fixed standard rather than with other employees.

Leadership

The process of using noncoercive influence to shape the group or organisation’s goals, motivate behaviour towards the achievement of those goals and help define organisational culture.

Big 5 Personality Model

Extraversion, Conscientiousness, Openness to experience

Michigan Studies

Job-Centred and employee centred behaviour.

Ohio State Studies

Initiating structure and consideration.

Country Club Management

Thoughful attention to the needs of people for satisfying relationships lead to a comfortable, friendly, organisation atmosphere and work temp.

Team Management

Work accomplishment is from committed people, interdependence through a common stake on organisation purpose leads to relationships of trust and respect.

Middle of the Road Management

Adequate organisation performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level.

Impoverished Management

Exertion of minimum effort to ger required work done. Is appropriate to sustain organisation membership.

Authority-Compliance

Efficiency in operations result from arranging conditions of work in such a way that human elements interfere to a minimum degree.

Path-Goal Theory

A theory of leadership suggesting the primary function of a leader are made to make valued or desired rewards available in the workplace and to clarify for the subordinate the kids of behaviour that will lead to those rewards.

Transactional Leadership

The exchange between leaders and followers.

Transformational Leadership

Leadership that goes beyond ordinary expectations by transmitting a sense of mission, stimulating, learning and inspiring new ways of thinking. Inspires followers to go beyond self-interest for the good of the organisation.

Charismatic Leadership

Able to envision the future, model expected behaviours, energise others and support others.

Ethical Leadership

High ethical standards, exhibit consistent ethical behaviours and hold others to those same standards.

Positional Power

Comes from the organisation, granted by the role.

Personal Power

Comes from the individual, earned through expertise and character.