Decision Making Process - Rational Decision Making 3. ORGANIZING 9 Nature and purpose of organizing - Organization structure - Formal and informal groups Iorganization - Line and Staff authority - Departmentation - Span of control - Centralization and Decentralization - Delegation of authority - Staffing - Selection and Recruitment - Orientation - Career Development - Career stages – Training - Performance Appraisal. 4. DIRECTING 9 Creativity and Innovation - Motivation and Satisfaction - Motivation
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CHAPTER 22 MANAGEMENT CONTROL SYSTEMS‚ TRANSFER PRICING‚ AND MULTINATIONAL CONSIDERATIONS LEARNING OBJECTIVES 1. Describe a management control system and its three key properties 2. Describe the benefits and costs of decentralization 3. Explain transfer prices and four criteria used to evaluate them 4. Calculate transfer prices using three different methods 5. Illustrate how market-based transfer prices promote goal congruence in perfectly competitive markets 6. Avoid making
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current strategy consists of the following elements: * corporate level- growth * business level- “integrate‚ innovate‚ outperform”-differentiation‚ product leadership‚ product development‚ and customer intimacy * operational level- centralization Until now‚ the consultancy team has analyzed the company internally and externally in order to find out what the main problem is with the current strategy and whether it still fits the current developments in the internal and external environments
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Executive MM Program Class 41 May 7-August 10‚ 2012 AGENDA: What is an organization Ways of looking organizations Organizational Design‚ Organizational Structure Organizational Design and Strategy Organizational Design and Technology Organizational Design and Environment Organizational Trend ORGANIZATION ??? A tool used by people to coordinate their actions to obtain something they desire or value A response to and a means of satisfying some human needs
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employees tend to experience more conflict with each other‚ which requires more of a manager’s time to resolve. 2. Leaders of large organizations struggle to identify the best level and types of centralization and decentralization. What should companies consider when determining the degree of decentralization? A company should consider the size of the organization‚ as the number of employees increase‚ jobs specialization increases due to a greater division of labor. The greater division of labor requires
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MARKETS‚ LOCAL MARKETS AND CULTURAL VARIATIONS. 20.1 INTRODUCTION 20.2 IMPACT OF GLOBALIZATION 20.3 IMPACT OF ELECTRONIC COMMERCE 20.4 GLOBAL CHALLENGES IN STRATEGY IMPLEMENTATION 20.5 STAGES OF INTERNATIONAL DEVELOPMENT 20.6 CENTRALIZATION VERSUS DECENTRALIZATION 20.1 INTRODUCTION Globalization is the process of linking a nation‟s economy with the global economy. The policy initiated by the Government of India in the form of structural reforms through liberalization‚ privatization and
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structure in place to coordinate its varied interests throughout the world. It is a balancing act that assures foreign managers have the flexibility to handle operations on a contingency basis. Companies employ regional presidents who oversee subsidiaries and serve as tethers to the home corporation and are part of the firm’s overall management rather than independent. This structure assures that there is not much centralization which can become a bureaucracy‚ slow to react and change in an ever-evolving
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A matrix organizational structure is a company structure in which the reporting relationships are set up as a grid‚ or matrix‚ rather than in the traditional hierarchy. In other words‚ employees have dual reporting relationships - generally to both a functional manager and a product manager. Advantages In a matrix organization‚ instead of choosing between lining up staff along functional‚ geographic or product lines‚ management has both. Staffers report to a functional manager who can help with
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Option 3: Evaluate the statement that ‘organisational structure reflects and reinforces an unrealistic view of human rationality (Knights & Willmott‚ 2007)’. Introduction: Different authors have different definition toward organizational structure. Mintzberg (1979) defines the organization structure is defined as ‘The sum total of the ways in which it divides its labour into distinct task and then achieves coordination between them’ (Mintzberg‚ 1979‚ p.2 cited in Knights and Willmott
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Cultural Sensitivity Task 4 BY Renee Johnson Country I have chosen South Korea because business growth and opportunities have opened up in recent years. Cultural Challenges: Managers are encouraged to learn the language; however‚ learning the language itself is only half the battle. Interpreting what the client is saying between the lines or understanding local terms and customs are very important and not to be overlooked. It is recommended that the manager uses an interpreter
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