Sac 2a Flashcards
Management hierachy
is the arrangement that provides increasing authority at higher levels of the hierarchy.
Management structure
is a term used to describe the ways in which the management, employees and resources of an organisation are formally arranged to achieve objectives.
Chain of command or line authority
is a system that determines responsibility, supervision and accountability of members of the organisation.
Unity of command
The principle of unity of command: states that each employee within an organisation should report to only one supervisor.
Span of control
refers to the number of people for whom a manager is directly responsible.
Bureaucratic structure
Bureaucracy is a form of organisation that is characterised by formal, hierarchical based structures, rules, regulations and impersonal relationships.
Flat organisational structure
flatter organisational structure reduce the number of levels of management, giving greater responsibility to individuals in the organisation.
Functional structure
involves grouping employees together according to the tasks or jobs they will perform (task structure).
Divisional structure
groups employees together according to divisions that may be geographical, or customer, product or process focused.
Matrix structure
involves bringing together specialists from different parts of the organisation to solve specific problems or to undertake specific projects in teams.
Centralised control
placing within one person the responsibility and authority for planning, directing, and coordinating a organisations operation or group/category of operations.
Decentralised control
is one which requires multiple parties to make their own independent decisions” In such a decentralized system, there is no single centralized authority that makes decisions on behalf of all the parties.
Corporate culture
refers to the values, ideas, expectations and beliefs shared by members of the organisation.
Ritual
These are the routine behavioural patterns in an organisation’s everyday life. For example, regular social gatherings can be held to help develop a sense of belonging among employees who work in small teams during the week.
Planning
is the process of setting objectives and deciding on the methods to achieve them.
Strategic planning
is long-term planning, usually over two to five years.
Tactical planning
is flexible, adaptable, medium-term planning, usually over one to two years, which assists in implementing the strategic plan.
Operational planning
provides specific details about the way in which the organisation will operate in the short term.
SWOT Analysis
involves the identification and analysis of the internal strengths and weaknesses of the organisation, and the opportunities in, and threats from, the external environment.
(an acronym for strengths, weaknesses, opportunities and threats)
Organising
is the process of arranging resources and tasks to achieve objectives.
Leading
is the process of influencing or motivating people to work towards the achievement of the organisation’s objectives.
Interpersonal qualities
Interpersonal. This quality involves management’s capacity to deal or liaise with people and build positive relationships with staff.
Informational qualities
Informational. This quality involves gathering and communicating or sharing data and knowledge.
Decision making qualities
Decision making. This quality involves identifying available options and then choosing one course of action from the alternatives.
Policy
is a set of broad guidelines to be followed by all employees when dealing with important areas of decision making.
Procedure
is a series of actions enabling a policy to be put into practice. It can also be used to resolve a dispute brought about by a breach of a policy.
Controlling
is the process of evaluating performance and taking corrective action to ensure that the set objectives are being achieved.
Ethical management
refers to the process of abiding by moral standards and doing the ‘right’ thing in the interests of all stakeholders.
Social responsibility
is the obligations a business has over and above its legal responsibilities to the wellbeing of employees and customers, shareholders and the community as well as the environment.
Social report
a report that outlines what an organisation has done, and is doing, with regard to social issues
Audit
an independent check of the accuracy of financial records and accounting procedures
Corporate code of conduct
a set of ethical standards for managers and employees to uphold
Conflict of interest
is a situation in which a person or organization is involved in multiple interests (financial, emotional, or otherwise), one of which could possibly corrupt the motivation of the individual or organization.
Elements of corporate culture
Values and practices. These are the way things are done in the organisation. Examples of corporate values and practices include honesty, hard work, teamwork, quality customer service, employee participation and innovation.
Symbols. These are the events or objects that are established to represent something the organisation believes to be important. Organisations that believe in fostering positive competition among employees, or an active lifestyle, can organise various sporting events. Organisations that want to reinforce a strong employee development culture can offer employees the opportunity to participate in training and development programs.
Rituals, rites and celebrations. These are the routine behavioural patterns in an organisation’s everyday life. For example, regular social gatherings can be held to help develop a sense of belonging among employees who work in small teams during the week.
Heroes. Heroes, or champions, are the organisation’s successful employees who reflect its values and, therefore, act as an example for others.
Transactional leaders
transactional leader provides staff with rewards in return for their compliance and acceptance of authority.
Transformational leader
transformational leader inspires or enthuses staff with a vision to ensure that they are committed to achieving the objectives of the organisation.
Typical policy development process
- Identify an issue or problem
- Research and analyse business environments
- Consult stakeholders
- Develop a draft policy for review by stakeholders
- Revise the policy
- Approve and distribute the new policy
- Monitor and evaluate the policy
Planning process
- Define the objective
- Analyse the environment (SWOT Analysis)
- Develop alternative strategies
- Implement an alternative
- Monitor and seek feedback on the implemented strategy
Organising process
- Determining the tasks
- Classifying and grouping tasks
- Assigning work and delegating authority
Control process
- establishing financial and non-financial standards in line with the objectives of the organisation
- measuring the performance of the organisation against those standards or benchmarks
- making changes when necessary to ensure the objectives of the organisation have been met.
Indicators of corporate culture
- Rituals rites and celebrations
- Heroes
- Dress code
- structures and management style
- Layout of working environment
