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personality in organizational behavior
company-wide strategic planning
company-wide strategic planning
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Organization Strategic Planning Organization planning is an attempt by a manager, with or without the assistance of a resource consultant, to improve the performance of an organization by systematically analyzing and, if indicated, changing one or more of four basic organizational elements:
(I) The fundamental structure;
(2) The design of positions;
(3) The allocation of power;
(4) The staffing of key positions in the organization.
Any top manager can become a more effective organization planner. In fact, the top manager in any organization is the only one who can make the critical decisions necessary to think through an organizational plan and implement it. The top manager is fortunate if he has a fellow manager, either line or staff,
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These should be stated at the outset:
1. There are no rules of organization. If someone mind is fixed on absolute notions of span of control, an appropriate number of levels from top to bottom in an organization, complete preference for profit center organization, an absolute aversion to task force management, or any other methodology or dogma of organization, it will have difficulty in improving his effectiveness as an organization planner. There is no universal set of rules.
2. Personality factors obviously must be considered in organization planning. That is, the personalities of individuals holding key positions that affect the direction of the organization must be taken into account in planning. Modelling organization decisions to accommodate personality strengths and / or weaknesses should be done reluctantly and only after a thorough analysis and recognition of the trade-offs involved in such compromises.
3. Changing structure is the most disruptive of all actions that an organization planner (i.e., a responsible manager) can take. Managers often have unrealistic expectations of the short-term impact of structural changes. Time and patience are needed to see the impact of any structural change of
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All aspects of organization planning (structuring, designing positions, managing power, and staffing) must be approached from the point of view of what the top manager in the organization is trying to accomplish. What are his short- and long-range objectives?
6. Most if not all controversy over the issue of decentralization versus centralization and the conflict in line and staff relationships results from management power plays.
7. Probably because of its emotional overtones and its potential to cause conflict, the most neglected aspect of organization planning is the systematic analysis and management 0/ power allocation.
8. Invariably all the benefits to be gained from a well-planned organization (in the areas of structure, staffing, position and design, and power allocation) cannot be gained at the same time. The top manager must make trade-offs to get the optimum balance of benefits from these elements. The trade-offs can be made systematically only when their impact on obtaining objectives and overcoming obstacles is accurately perceived.
9. Work, or activity that passes for work, will expand to fill time all given objective. Systematic job design to provide a full challenge and a full workload directed towards the objectives of the organization are a must. Enforcing that design, where necessary, cannot be
Top-level managers in bureaucratic organizational structures exercise a great deal of control over organizational strategy decisions, which is ideal for business owners with a command and control style. As for the disadvantages, bureaucratic structures can discourage creativity and innovation throughout the organization. No matter how ingenious a business owner is, it is virtually impossible for a single individual to generate the range of strategic ideas possible in a large, interdisciplinary
Kaufman, Roger and Stone, Bruce. Planning for Organizational Success: A Practical Guide. John Wiley & Sons, Inc.: New York, 1983.
Ans: The purpose of the operational plan is to implement the strategies that will help the organisation personnel pursuit their strategic plan and also to manage the day-to -day activities of the organisation. It also helps the organisation to have a clear picture of their task and responsibilities in line with the goals and objectives contained within the strategic plan.
This will keep the lines of communication that are essential to operational productivity open and enable effective information sharing. Managers/leaders will actually see and understand what employees do,as a result they will identify what rules stifle rather than empower staff,they can also work with clients/customers to find out what they really think of the organisation and to ensure that the product and service quality meet the customers/clients value perceptions.Q.No.3.Ensure personal work goals,plans and activities reflect the organisation 's plans,and your own responsibilities and accountability.Managers usually have a greater degree of discretion in how they go about achieving the outcome required of them than non-managerial workers do. rather than being told how,when and where to perform a job,managers are more likely to be given a broad direction of what is to be accomplished and are then required to set their own goals and plans their activities to ensure goals are realised. This flexibility can be liberating;it can encourage creativity,assist with personal work/life balance and might even result in outcomes that far exceed those initially anticipated. However, it also requires innovation, and the ability to priorities.The manager needs to have a good understanding of the organisational long-term vision strategy and
The second function of organizing is accomplished through the assessment of planning and the preparing for the implementation of resources such as workers and their schedules. Currently, the organization lacks manpower in specific areas and this need to be addressed through better organization of human resources. Managers must also make sure that employees have the necessary resources to perform their jobs. Lack of organization can lead to inefficiency and lack of productivity, which is occurring in the in ability to service customers properly and double booking of clients.
Once plans have been developed, an organization must address how management will be accomplishing be those plans. This involves operational plans that must flow from strategy; specify resource, time issues, and commitment of human resources. Operational plans at the lower - levels of the organization, have a shorter time horizon, and are narrower in scope (Bateman, Snell 2003 p.113). A good example of this is Wal-Mart's main strategic goal. It is to provide quality merchandise at an affordable low cost to consumers. Its operational goals focus on efficient logistics requiring technology and inventory management systems to help reduce costs so it can be passed on to the customer. Operational plans are derived from a tactical plan and are aimed at achieving one or more operational goals (Bateman, Snell 2003 p.113).
In order to achieve the goals of the organisation, managers have to set goals and developed a workable plan to complete the goals. Organising is one of the processes to organise people, activities and other resource in a logical way (Davidson 2009). Through the organising
Planning and organizing is another vital quality needed for managers. If manager can do effective planning he can really contribute in the long term progress and development of his organization. Proper planning helps in useful and efficient use of the existing resources of the organization. After planning if you are not able to organize the things, this can really worsen your planning.
Organizational structure within an organization is a critical component of the day to day operations of a business. An organization benefits from organizational structure as a result of all it encompasses. It is used to define how tasks are divided, grouped and coordinated. Six elements should be addressed during the design of the organization’s structure: work specialization, departmentalization, chain of command, spans of control, centralization and decentralization. These components are a direct reflection of the organization’s culture, power and politics.
...c management or planning presents a structure or agenda for dealing with issues and solving problems, therefore, understanding potential risks or pitfalls of strategic management and being prepared to deal with them is critical and vital to success. Strategic management not only permits top leaders and managers to be more proactive than reactive in building or developing their own potential or outlook in an organization, and it also lets them to make the first move and influence activities, consequently, executives and management can control or in charge of the company’s own future, and achieve its main goals and objectives. Overall, increasing cost-effectiveness and efficiency, improving the value for its stakeholders, and advancing customer services and management excellence are the key objectives of strategic management and decision making in an organization.
Secondly, an evaluation of an employee’s personality helps the manager in his leadership approach of that employee. Thirdly, perceptions can be the deciding factor of whether or not a candidate is hired or promoted. Managers can use personality characteristics to form work teams or to make determinations on job placements. Chapter 4 Review Questions 1. How are attitudes formed?
...ople for stability. In this todays modernised world, change has become inevitable and there is no doubt that change has to occur in order to survive and achieve success through a number of ways such as focusing on internal strengths, exploiting external forces and making potential threats into opportunities. In the long run, there are clearly more benefits rather than disadvantages because change does not have to be met with negativity. It needs to be embraced through cooperation between managers and employees, clear organisational culture and rewards that improve performance that are not based on tightly structured procedures. Ultimately, overcoming the difficulties of organisational change shows how management systems and people rewarded for stability is not just black and white but is shades of grey and how it is approached will determine its success or failure.
Some critics argue that the above statement is not true because nowadays organization is easy to change. They build an organization with a flexible structure and system so they can easily change and beside they can also rewarded people to embrace change. However, the statement stated by Lawler, E.E and Worley, C.G is definitely true about organizational change because the way of changing organization require an examination of fit between the organization’s strategic intentions and its structure (Graetz et al. 2002 p.195). Management systems are design for achieving its goals and it is difficult when remaining goals but changing the management systems. Jay Galbraith (cited in Goodman, E. 2011, p.242), a world leader of organization and team development, also states: ‘Every organization is perfectly designed to get the results it is currently achieving’. Moreover human resources are the most im...
As Schermerhorn states in Management planning, organizing, leading, and controlling are the tools needed by managers to accomplish performance goals. It is crucial that managers be able to recognize and act upon problems or opportunities as they arise. Planning is perhaps the cornerstone of the four processes. All good processes were at some point given great detail so as to anticipate possible problems and solutions to those problems. When the Honda Motor Company decided it needed to refine its inventory they didn't just jump at the first idea that was proposed; they first set their objectives and discussed ways to meet those objectives. After giving careful consideration to processes and the streamlining of those processes human error rose as the top need for change. Sounds simple you might respond; in reality it is much more complicated.
Strategic planning is an organizational process in which it looks towards developing and sustaining success or balance in its ever changing environment.