controls should have been implemented. Firstly‚ there was lack of direction because the president of the company was not very regular in showing his presence. He left the firm to an untrained and unskilled accountant. Secondly‚ there was a problem in centralization of resources. Thirdly‚ there was a lack in action control. The managers didn’t know what and how to perform as there was no feedback given to them. They also lacked in Personnel controls in terms of motivation given to employees. After the takeover
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GENERAL PRINCIPLES OF MANAGEMENT Seminar By: Mithra.S Context: 1. What is Management? 2. Functions of Management a. Planning b. Organizing c. Directing d. Controlling 3. Major functional areas of Management e. Production Management f. Personnel Management g. Marketing Management h. Financial Management 4. Fayol’s 14 Principles of Management 5. Managerial Qualities and Training WHAT IS MANAGEMENT? Management is basically concerned
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personnel provide input or are actually given the discretion to make decisions‚ the more _____ there is within an organization. a. centralization b. work specialization c. departmentalization d. decentralization 2. The _____ is a structure characterized by extensive departmentalization‚ high formalization‚ a limited information network‚ and centralization. a. mechanistic model b. organic model c. adhocracy d. simple structure 3. What is a small‚ core organization that outsources
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considerable knowledge and information about what needs to be done. In a centralized organization‚ decisions made by higher management are typically communicated to lower organizational levels who are then expected to accept and move forward in a way consistent with those decisions. Centralization is keeping all of the important decision making powers within head office or the centre of the organization. The control in this kind of organization is kept in the centre. To begin with‚ a centralized structure may not be very suitable to
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address six key elements that managers need to concentrate on when redesigning an organizational structure. These building blocks of the organization are: work specialization‚ departmentalization‚ chain of command‚ span of control‚ centralization and decentralization and formalization (Robbins & Judge‚ 2007). However‚ we realize that when new forces come into an organization the results are not always easy or pleasant for those involved in the process‚ as some will not come out of the procedure
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organizational structure will help reinforce what is working well and what needs to be improved. The six key elements of an organization’s structure are: Work Specialization‚ Departmentalization‚ Chain of Command‚ Span of Control‚ Centralization and Decentralization‚ and Formalization. Work Specialization is dividing work activities into separate job task. Individual employees “specialize” in doing part of an activity rather than the entire activity in order to increase work output. Departmentalization
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Structure in 5 ’s: A Synthesis of the Research on Organization Design Author(s): Henry Mintzberg Source: Management Science‚ Vol. 26‚ No. 3 (Mar.‚ 1980)‚ pp. 322-341 Published by: INFORMS Stable URL: http://www.jstor.org/stable/2630506 Accessed: 22/01/2010 02:03 Your use of the JSTOR archive indicates your acceptance of JSTOR ’s Terms and Conditions of Use‚ available at http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR ’s Terms and Conditions of Use provides‚ in part‚ that unless you
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command‚ span of control‚ centralization and decentralization‚ and formalization. Work specialization refers to the degree to which one activity is divided in to multiple jobs. Departmentalization is the strategic gathering of different jobs into groups. The line of authority to which lower level employees must report is the chain of command. The number of individuals efficiently‚ and effectively lead under a manager determines the span of control. Centralization and decentralization determine where the
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efficient and effective. The decision to implement this function would ofcourse be a form of centralization‚ but the function itself is a form of decentralization. The function redistributes power by allowing employees to outsource work. This gives employees line authority‚ responsibility and accountability of tasks being outsourced. Pfizer has found a good balance between centralization and decentralization and understand the importance of having both. I would assume that formalization is low at Pfizer
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authority C) unity of command D) unity of direction 4) ________ is the degree to which decision making takes place at upper levels of the organization. 4) _______ A) Decentralization B) Formalization C) Functionalization D) Centralization 5) A company is planning to revise its organizational structure and one of the managers‚ Anderson Cooper‚ suggests increasing employee empowerment by giving them more decision-making authority
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