Controlling Controlling consists of verifying whether everything occurs in conformities with the plans adopted‚ instructions issued and principles established. Controlling ensures that there is effective and efficient utilization of organizational resources so as to achieve the planned goals. Controlling measures the deviation of actual performance from the standard performance‚ discovers the causes of such deviations and helps in taking corrective actions According to Brech‚ “Controlling is
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article "Organization Design: Fashion or Fit ’‚ ’"‚ Harvard BUHUIVS. ’^ lii^ricw. January-February 1981‚ p.103; ai.so see my bonk Striiiin.re in Fiivs: Desif^niriii Effective Organizations‚ Enf^lewood Cliffs. N. J‚. Prentict;-Hall. 1983. Tbe ierni adhocracy wa‚^ coined by Warren G‚ Bennis and Philip E‚ Slalfr m The Tempomry Sociely. New York‚ Harper & Row‚ 1964. Danny Miller and Peter H‚ Kriesf^n. "Arohotypes of Strategy l- ’onnulation. ’ Mana^-enienf Science. May 1978. p.921‚
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Corporate-level strategy is focused mainly on the decisions over the scope of the firm ’s activities‚ mainly: product scope‚ geographical scope‚ and vertical scope. One of the myths of corporate-level strategy is that strategy formulation can be separated from implementationthat strategy is constructed first‚ then the appropriate management and organizational structure is selected afterwards. Unfortunately‚ this will result in a poorly designed strategy since it does not take into account the
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Introduction A business nowadays becomes more global and demanding‚ which push organisations to seek for new means to success in their operation and to compete another organisation. To response the reality‚ businesses have been developing the techniques or seeking possible source of competitive advantage. It should be noted that human resources and their management play an important role to asset the organisation to achieve the goal. It be identified the linking between strategic goals and human
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Chapter 3 Module Review Questions 4/17/2012 1. Which features of organizations do managers need to know about to build and use information systems successfully? What is the impact of information systems on organizations? * Define an organization and compare the technical definition of organizations with the behavioral definition. The technical definition of an organization is a stable‚ formal social structure that takes resources from the environment and develops them to outputs. The
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KNOWLEDGE MANAGEMENT SYSTEM KNOWLEDGE: Knowledge is a familiarity with someone or something‚ which can include facts‚ information‚descriptions‚or skills acquired through experience or education. It can refer to the theoretical or practical understanding of a subject. It can be implicit (as with practical skill or expertise) or explicit (as with the theoretical understanding of a subject); it can be more or less formal or systematic. In philosophy‚ the study of knowledge is called epistemology;
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Henry Mintzberg Born 1939; educator Education: McGill University; MIT. Career: Worked for Canadian National Railways 1961-1963; later he was visiting professor at a number of universities and business schools; President of Strategic Management Society 1988-91; consultant to a large number of organizations; visiting professor at INSEAD; director of the Center for Strategy Studies in Organizations at McGill University; professor at McGill The work of Canadian Henry Mintzberg counters much
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Ten Schools Of Strategy 1 Following are the ten schools of strategy : The Design School : This school seeks to find a match or fit for internal capabilities and external possibilities. It says to think before you leap.It lays a lot of importance on the analysis of external and internal situations. External covers the threats and opportunities and the internal covers the strenghths and weaknesses.Basically it is a SWOT analysis.Social responsibility and Managerial values also play a role in the
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UNDERSTANDING DIVERSITY Defining DIVERSITY Definitions of diversity range from distributive concerns based on the traditional categories of race‚ ethnicity and gender to the inclusion of a vast array of differences in age‚ sexual orientation‚ disability‚ employment status‚ tenure‚ function‚ educational background‚ lifestyle‚ religion‚ values and beliefs in addition to race‚ ethnicity and gender. In the recent CIPD report‚ Diversity: Stacking up the evidence (Anderson and Metcalf 2003)
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Understanding Organisations: Understanding the internal and external organisational environments This section covers: Organisational theory Organisation structure Centralisation and decentralization Levels of the organization Mintzberg’s nine design parameters Formal organisational relationships Definition of an organisation: Systems of activities and behaviours to enable humans and their machines to accomplish goals and objectives a joint function of human characteristics and the nature
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