MID-TERM CHAP 1,2, 3, 4, 5, 6, 7 môn Principles of Management | Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

MID-TERM CHAP 1,2, 3, 4, 5, 6, 7
CHAP 6: ORANIZATION STRUCTURE AND DESIGN Job specializaton
Organization structure and design: provides the total set of elements that can be
used to construct an organization
The organization is how the company delegate roles, job function, accountability and decision-making authority.
Job specialization: can define as a process of assigning a set of people or
individuals develop skills and specialize on particular area. PROS Boost productivity Finding a proper job Saving time Accuracy in the job CONS
Outdated after a point (typist, translator) Stop you from multitasking Sad and dissatified easily Job enlargement ALTERNATIVE Job rotation Job enrichment JOB CHARACTERISTIC Skill variety Task identify Task significance Autonomy Feedback GROUPING JOB Work teams: refer to Advantages Disadvantages Departmentalization Customer departmentalization Advantages and disadvantages Location departmentalization Advantages and disadvantages
Establishing reporting relationships Chain of command Unity of command Scalar principle Span of command DELEGATION PROCESS 3 steps
- The manager assigns responsibility or gives the subordinate a job to do.
- The individual is given the authority to do the job.
- The manager establishes the subordinate’s accountability—that is, the
subordinate accepts an obligation to carry out the task assigned by the manager. DISTRIBUTING AUTHORITY Authority Delegation Decentralization Centralization COORDINATING ACTIVITIES Coordination Needs: - Pooled interdependendence - Sequential interdependence - Recipropal interdependence THE BUREAUCRATIC MODEL Bureauracy
According to Max Weber, it exhibit 5 characteristics
1. A distinct division of labor with each position filled by an expert
2. A consistent set of rules to ensure uniformity in task performance
3. A hierarchy of positions or offices that creates a chain
of command from the top of the organization to the bottom
4. Impersonal management with appropriate social
distance between managers and subordinates
5. Employment and advancement based on technical
expertise, and employees protected from arbitrary dismissal Advantages Disadvantages SITUATION INFLUENCES Situation view
Situational factors: Technology, environment and organizational size and life cycle Core tech
- Unit or small batch technology
- Large-batch or mass production technology - Continous process technology Environment Mechanistic organizations Organic organizations
Organizational size and life cycle FORM OF ORG’S DESIGN Funtional Conglomerate Matrix TEAM ORGANIZATIONS VIRTUAL ORGANIZATIONS LEARNING ORGANIZATIONS
CHAP 5: BASIC ELEMENTS OF CONTROLING PURPOSE OF CONTROL Control Purpose TYPES Physical resources Human resources Information resources Finacial resources LEVELS Operations control Finnancial Control Structural control Strategic control RESPONSIBILITIES Controller Operating employees CONTROL PROCESS Establishing standard Comparing performance Considering corrective action OPERATION CONTROL Operaction control Prelimininary control Screenign control Postaction control FINANCIAL CONTROL Control of financial resources Budgetary control TYPES OF BUDGET Financial budget Operating budget Nomonetary budget HOW TO DEVELOP BUDGET Strength Weaknesses TOOLS FOR FC Financial statement Balance sheet Income statement RATIO ANALYSIS Liquidity ratios Debt ratios FINANCIAL AUDIT External Internal STRUCTURAL CONTROL Bureaucratic control Decentralized control STRATETY AND CONTROL Strategic conrol Centralized system Decentralized system
CHARACTERISTICS OF EFFECTIVE CONTROL Intergation with planning Flexibility Accuracy Timeliness Objectivity RESISTANCE TO CONTROL Overcontrol Inappropriate Rewards for ineffeciency Too much accountability