CHAPTER 1 1. – Descibe the characteristics of an organisation Managers work in an organisation‚ which is a deliberate arrangement of people to accomplish some specific purpose. Organisations have three characteristics: - they have a distinct purpose - the are composed of people - they have a deliberate structure Many of today’s organisations are structured to be more open‚ flexible and responsive to changes‚ and have undergone some major changes in relation to how they operate. 2
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across ages. Politics as a science has thus evolved through series of theories which attempt to formalise the process and circumstances which pervade the arena. We thus find there three key elements authority‚ legitimacy and power exist within the formalisation of theory. The idea of authority is central to any political order. (Stirk and Weigall‚ 1995:39)Authority in essence can be defined as the right to issue on command and‚ because the command is rightfully issued‚ citizens are under an obligation
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Introduction The subject of performance measurement is encountering increasing interest in both the academic and managerial worlds. This‚ for the most part‚ is due to the broadening spectrum of performances required by the present-day competitive environment and the new production paradigm known as Lean Production or World Class Manufacturing (Hall et al.‚ 1991). In addition there is the need to support and verify the performance improvement programmes such as Just-in-Time‚ Total Quality Management
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organisational programming in terms of structure‚ tasks‚ responsibilities‚ budgets‚ targets‚ etc. • helps achieve optimisation: allocation of scarce resources‚ comparison of strategic options • provides for co-ordination of action • allows formalisation and differentiation of strategy tasks‚ e.g. division of labour etc. • Encourages long term thinking and commitment‚ directing attention to the future However‚ there are some difficulties associated with this approach in that inaccuracy of
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The Vietnam War (1955-1975) was a proxy war fought in Vietnam‚ Laos‚ and Cambodia between the North Vietnamese—supported by the Soviet Union‚ China and other communist allies—and the government of South Vietnam—supported by the US‚ the Philippines and other anti-communist allies. The war was causing deep division in the US (Nixon‚ 1969) and so during the elections of 1968‚ the main issue in question was America’s involvement in Vietnam. Richard Nixon promised to ‘end the war and win the peace‚’
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and discusses emerging issues for the 1990s and beyond. Thereafter‚ five challenges are identified for management accounting‚ and in particular for planning and control. The first is to foster multiple perspectives‚ the second is the coordination of complexity‚ the third concerns competitor analysis and a fourth concerns resource allocation. The fifth is to overcome centrifugal tendencies‚ developing a clarity of strategic intent‚ binding managers together worldwide and rewarding behaviour in the corporate
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THE DETERMINANTS OF THE NUMBER OF HR STAFF IN ORGANISATIONS: THEORY AND EMPIRICAL EVIDENCE JOS VAN OMMEREN CHRIS BREWSTER Cranfield School of Management Cranfield Bedford MK43 0AL UK E-mail: J.Van_Ommeren@cranfield.ac.uk. Tel: + 44 (0) 1234-751122; Fax: + 44 (0) 1234 751276. April 1999 ABSTRACT The current paper develops a range of hypotheses about the determinants of the human resources staff ratios in organisations and tests them using empirical survey data from European organisations
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increasing importance of the state and corporate elites - The stratifying importance if the cultural dimension and consumer taste - The stratifying capacity of educational qualifications‚ professional knowledge and skills - The growing complexity of occupational divisions - The continuing importance of race‚ ethnicity and nationality - The historical and contemporary significance of patriarchal gender structures The essence of what has been said reaches the conclusion that Western
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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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The Han dynasty mitigated the harshest aspects of Qin governance but kept Qin’s system of imperial bureaucracy. As mentioned above‚ early Han emperors reduced taxes‚ provided financial relief for the poor‚ and relaxed legal penalties; the dynasty had nothing to gain from revoking the ghastly memories of Qin. Qin remained an anathema to Han scholars as well. The scholar-bureaucrat‚ Jia Yi‚ despite his praise towards Shihuangdi for unifying China‚ denounced his dynasty for imposing terror upon people
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