Internal Environment Of LSO's Flashcards
Management hierarchy
The arrangement that provides increasing authority at higher levels of the hierarchy
Management structure
The ways in which parts of an organisation are formally arranged to achieve objectives
Chain of command
Determines responsibility, supervision and accountability of members of the organisation
Unity of command
Each employee within an organisation should report to only one supervisor
Span of control
The number of people for whom a manager is directly responsible
Functional structure
Grouping employees together according to the task they will perform
Divisional structure
Grouped by divisions that may be geographical, or customer, product or process focused
Matrix structure
Bringing together specialists from different parts of the organisation to solve specific problems or to undertake specific projects in teams
Corporate culture
The values, beliefs , expectations and ideas shared by members of the organisation
Values
Refers to the organisations basic beliefs
Symbols
Consists of events or objects that are used to represent something the organisations believes to be important
Rites and rituals
Routine patterns of behaviour
Herod and sinners
Employees who reflect the organisations values and act as an example for others
Management style
the behaviour and attitude of the manager
Strategic planning
Done by top management who develop long term goals and strategies (2-5 years)
Tactical planning
Done by middle management to implement the organisations strategic plan. It’s refers to the goals of the departments (1-2 years)
Operational Planning
The planning of day to day operations operations by the lower level supervisor and managers within the organisation
What are the stages of planning?
- develop objectives
- outline the facts (swot)
- develop and evaluate alternatives
- select an alternative and implements
- evaluate, monitor and review
Organising
The process of arranging resources and tasks to achieve objectives
Leading
The ability to influence others so as to achieve goals
Controlling
Involves setting benchmarks , evaluating performance and taking the necessary corrective action to ensure objectives are met
Autocratic
Manager tells staff the decisions that have been made
Persuasive
Manager attempts to sell decisions
Consultative
Manager consults employees before making decisions
Participative
Manager unites with staff to make decisions together
Laissez faire
Employees assume total responsibility for workplace operations
Policy
Set of broad guidelines to be followed by all employees when dealing with important areas of decision making
Procedures
Enables a policy to be put into practice
Policy development
- identify issues
- research and analysis
- consult stakeholders
- develop new policy
- prepare a draft to be reviewed by stakeholders
- revise the policy
- approve and distribute new policy
- monitor the policy
- evaluate policy
