executive or supervisor or the numbers of workers that can effectively controlledby a manager. 4.Authority And Responsibility-refer to the rights inherent in a managerial position to give orders and expexts orders to obeyed. 5.Centralisation And Decentralisation-centralisation is a situation where most all control is centralized and trhe authority is given to talk level people in the organizations.Decentralisation is a situation where certain amount of authority is hended down to subordinates or employees
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the “Local Government act of 2004 was enacted to address the undemocratic principle of centralisation and state administration. Districts and chiefdom councils have been reconstituted and they have been functioning since their inauguration after the first Local Council elections conducted under the new dispensation in 2004. Whether the establishment of district and chiefdom councils and the entire decentralisation process have positively impacted the lives of the people of Sierra Leone are issues which
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to whom (supervisor or store manager) and how (electronically or by speech). Span of control determines the amount of staff a manager can direct however it also identifies the amount of levels and managers the organisation will need. Centralisation and decentralisation aid in the decision
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(customisation) are prominent. These issues present themselves both at the corporate and regional level and at the national and local (plant) level. On all these levels HR practitioners are active and find themselves amidst the interplay of both (de-)centralisation and standardisation versus customisation processes. This paper thus explores the way in which HR practices come into being and how they
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more people‚ less creative ideas as there is only one person in charge and less opportunity of promotion as there isn’t as many higher roles. Functional Areas Centralisation: The concentration of decision making and executive authority in top management and often within the organisation’s head office. Marks and Spencers use centralisation to make decisions about their company. The company is a PLC (public limited company) so this means when decisions are made they are made on more of a widespread
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I. ORGANISATIONAL STRUCTURE: Functional‚ Divisional and Matrix. Focus on the Classical theory of Henry Fayols 14 management principles. Remember at least five. If writing about unity of command‚ mention about unity of direction. (Show how they are different). Organisational structure refers to the plan representing the relationships between the jobs and departments in an organisation. There are three main types of organizational structure: functional structure‚ Divisional structure and Matrix structure
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‘The essence of organizations has shifted and will continue to shift from focusing on structure to capability. Capability represents what the organization is able to do and how it does it rather than the more visible picture of who reports to whom and which rules govern work… Organizations will operate in the future to identify and nurture a handful of critical abilities’ (Ulrich‚ 2000). In the 21st century‚ organizations consists of a high level of complexity‚ flexibility‚ and a climate of constant
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|Decentralisation and Centralisation ………………………………………………... |3-11 | |3.1 |Decentralisation ………………………………………………………………………. |3-4 | |3.2 |Centralisation …………………………………………………………………………. |4 | |3.3 |Critical Aspects of Decentralisation and Centralisation …………………………
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Whole Foods Market Incorporated is the world ’s leading natural and organic foods supermarket and America ’s first national "Certified Organic" grocer. It originated in 1980 as a small organic health food store in Texas‚ US‚ at a time when there were very few natural food stores in America. It has now been in business for 30 years and has become the benchmark for organic food retailers‚ in terms of customer service‚ product quality‚ and traceability. Their website states that they are a “mission-driven
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more rigorous‚ body of work exists on the performance of firms in the private sector‚ often conducted within the disciplines of organisational behaviour or human resource management. Studies in these traditions have focused on the effects of decentralisation‚ participation‚ innovative work practices‚ and “complementarities” on outcome variables such as job satisfaction and performance. The aim of this paper is to identify a number of reviews and research traditions that might bring new ideas into
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