AUTHORITY‚ DELEGATION AND DECENTRALISATION What is an authority? Authority is the cement of organisation structure in which various units of organisation are integrated. Without authority a manager cesses to be a manager. It is the authority that gives managers power to act. Authority is glue that holds organisation together. It is impossible to have an organisation unless some persons have the authority to command action of others. The word Authority is derived from the Latin word “auctoritas”
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on long-range development cannot report to functions focused on short-range results Having the wrong people in the wrong roles will continue to make the structure ineffective. Understand that there will always be paradoxes in the system like centralisation AND decentralisation and learn to manage it through behaviour rather than structure. No amount of restructuring can make up for leadership and culture failures. Restructures often don’t change power structures. People like creating extra layers
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social structure of those working within it. The layout‚ design and decor of the beef plant both directly and metaphorically impact on the social structure within the plant‚ pertaining to (among other examples) a sense of isolation‚ hierarchies‚ formalisation and standardisation. The physical layout of the beef processing plant appears to be similar to many other assembly line factories‚ the ‘kill floor’ as Thompson refers to it‚ being a large open space with work stations located around
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2005IBA Notes for Exam Strategic Management The process of determining an organisations basic mission and long term objectives and implementing a plan of action for attainting these goals. Economic imperative A world wide strategy based on cost leadership differentiation and segmentation Political Imperative Strategic formulation and implementation utilising strategies that are country responsive and designed to protect local market niches Quality imperative Strategic formulation
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Centralisation and Decentralisation Centralisation The main decisions are made by senior management‚ where little authority is passed down the organisation. advantages • decisions are made by experienced people with an overview of the company. • ensures policies are consistent throughout the company. • ensures quick decisions can be made without consultation. • procedures such as ordering and purchasing can be standardised throughout the company‚ leading
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Symbols * = More effective Week 6 Textbook Ch. 8‚ p. 268293‚ 298312 Changes are needed especially to deal with the challenge of global warming and climate change by finding more sustainable ways of operating. Changes make the organisations more flexible and innovative. External forces for Changes (from Various Sources) ● Marketplace > Lowcost services and goods. ● Government Laws and Regulations > Examples: reduce import tariffs‚ carbon emission trading scheme ● Technology > Significant EOS
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Working Capital Management rbs.com/insight Executive Summary In November 2011‚ RBS and Greenwich Associates launched a new study on working capital management among large companies around the world. In conducting the research‚ the firms interviewed 50 companies in Asia (excluding Japan)‚ Europe and North America. The results of this research reveal that past efforts to build efficiencies in working capital management have been incorporated into post-crisis strategies centred on ensuring
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CAUSES OF UNEMPLOYMENT IN EUROPEAN COUNTRIES Blanchard‚2006; Adnett ch.7.4 Unemployment rates‚ 1970-2002 12 10 8 USA Japan 6 Korea EU 4 2 0 70 72 74 76 78 80 82 84 86 88 90 92 94 96 98 00 02 Source: OECD data Two models to explain EU unemployment • Eurosclerosis: due to labour market rigidites the natural (equilibrium) unemployment rate rises • Histeresis: unemployment increases due to demand/supply shocks (i.e.technological shocks which shift labour demand from the low
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All aspects of organisational behaviour are influenced by the structure of the organisation. As we have seen Primark operates a carbon copy bureaucracy‚ therefore when concentrating on the individual Belfast store‚ a machine bureaucracy is easily identified. This highly bureaucratic structure can affect a company in many ways‚ but this section focuses on the relationship between structure and motivation. We studied how Primark motivates and how it fails to motivate its employees and how the machine
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Amy Beckman- Page General Psychology 5 November 2013 The Case of Ben Introduction “The Case of Ben” analyzes eight different Psychology theories: Psychoanalytical‚ Behavioral‚ Cognitive‚ Humanistic‚ Biological and Evolutionary‚ and Sociocultural. Ben is a thirty-five year old male who works for a postal company and who began to have life changing problems. Throughout Ben’s life‚ he experiences weird behavior and thoughts‚ which can be explained by using the theories. He hears voices in
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