Unit 3: Organisations and Behaviour: Introduction: Organisational Behaviour (in short called as OB) is concerned with the study of the behaviour and interaction of people in restricted or organised settings. It involves understanding people and predicting their behaviour‚ and knowledge of the means by which their behaviour is influenced and shaped. Organisations are bodies or entities created for a stated purpose They may consist of one or more people. In the case of a sole trader or single operator
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Organizational structure types[edit] Pre-bureaucratic structures[edit] Pre-bureaucratic (entrepreneurial) structures lack standardization of tasks. This structure is most common in smaller organizations and is best used to solve simple tasks. The structure is totally centralized. The strategic leader makes all key decisions and most communication is done by one on one conversations. It is particularly useful for new (entrepreneurial) business as it enables the founder to control growth and development
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Functional Structure( Daft 2013) In this structures all decisions are made from high management‚ this is ok sometimes. But in many instances it creates delays in the daily operation if a decisions needs to be made and the president can’t be contacted. That’s the problem when to mangers controls all decisions. Each part of the company is responsible for meeting the goals of the company and that’s servicing customers. At some point and time all companies will have this in place at some point and time
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ORGANIZATION STRUCTURE 6.1 The organization structure The organization structure refers to the ways in which the organization’s activities are divided‚ grouped‚ and coordinated between managers and employees. The structure is based on the organizational design and has to be appropriate to the strategy of the organization Cream Dream is a small business concern at present. It has a very limited line of products and needs to make efficient use of its resources. Based on its size and product offerings
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of Organization Organization Structure Structure 15-1 Chapter Chapter Learning Learning Objectives Objectives After studying this chapter‚ you should be able to: – – – – – Identify the six elements of an organization’s structure. Identify the characteristics of a bureaucracy. Describe a matrix organization. Identify the characteristics of a virtual organization. Show why managers want to create boundaryless organizations. – Demonstrate how organizational structures differ‚ and contrast mechanistic
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ACCOUNTS PAYABLE/PAYROLL CUSTOMER SERVICE OFFICE CUSTOMER SERVICE OFFICE ACCOUNTS RECIEVABLE ACCOUNTS RECIEVABLE ORGANISATION STRUTURE OVER VIEW CHEN & LEE is a tax firm established in 2000.Firm Is a comprised of two managaing directors‚ in which one of the managing director is a Legal advisor for the company.The company is divided into three layers organisation structure which is as follows * Top level management 1. Managing Director (partner) 2. Legal advisor
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Cross-functional Teams If a team member gets hurt in a car accident or begins their planned vacation‚ can the team still meet its’ goals and objectives or is there trouble looming ahead? A Team who develops into a cross-functional team‚ a group of people with different functional expertise working towards the same goal‚ does not have to worry about situations like these. Cross-functional teams have learned the concepts and have taken the necessary steps to allow their team to be successful even
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C04_ICSA_STUDY_TEXT_STRAT_OPS_MAN.QXD:ICSA chapter 18/6/09 10:49 Page 111 4 The organisation – structure and culture contents 1 2 3 4 What determines organisational form? Organisational structure What is organisational culture? 5 6 Creating and sustaining culture Organisational culture and national culture The importance of culture learning outcomes As organisations seek to compete in ever-changing environments‚ they need to adapt and develop to take advantage
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History of TCS Organization structure (This has been Taken from the CIO magazine –March-2008) "As we scale up over 1‚00‚000 employees‚ TCS needs a structure that allows us to build a nimble organization to capture new growth opportunities‚" Mr S Ramadorai‚ CEO and Managing Director‚ TCS said. The organization has been restructured into five units‚ which will provide customers a single view of the company. The units would address new growth opportunities‚ provide sharper accountability and groom
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Chapter 8 Team Leadership and Self‐Managed Teams Chapter 8 Learning Outcomes • Discuss the advantages and disadvantages of working in teams. • Briefly describe the seven characteristics of effective teams. • Describe top management’s and the team leader’s roles in fostering creativity. For each‚ list b ’ d h l d ’ l f h l activities they should undertake to promote creativity. • Outline the three parts of conducting effective meetings. • Explain the differences between conventional and self‐managed teams
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