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• This image contains study material about business topics. It is presented as follows:

Organisation in Management

• The organization may be found within a company's various departments, including procurement, production, marketing, finance, and human resources

Definition: What is Organizing?

• Organizing is a process of bringing together physical, financial, and human resources
• It involves developing relationships among these resources to achieve organizational goals
• Organizing defines what is required for a business to function, such as materials, tools, capital, and personnel
• It includes identifying and supplying human and non-human resources within the orgnanizational structure

Definition: What Means Organizing as a Process?

• Organizing as a process involves these steps
• Identifying various essential activities
• Grouping similar activities into departments
• Assigning tasks to specific roles or individuals
• Delegating authority and creating responsibility for those tasks
• Coordinating relationships to ensure collaboration and accountability

Staffing the Organization: What Does Staffing in Organization Mean?

• Staffing involves finding the right person for the appropriate job role
• Managerial staffing includes hiring suitable individuals, then training and evaluating them to ensure they fit into the company

What is staffing?

• Involves
• Estimating manpower needs by finding and assigning the right person to the organization through manpower planning
• Recruitment, selection, and placement of personnel
• Training and development programs for employees
• Payment such as compensation or salary
• Performance evaluations to evaluate employees
• Promotions to move emplyees upward in an organization, and transfers from one department to another

Managing Teams - Formal Groups: What Is The Difference Between Formal and Informal Groups

• A group consists of 2+ individuals interacting to achieve shared goals
• Formal groups are defined by an orgnanization structure and work to assigned goals or tasks
• Informal groups are developed in a company, also known as social groups

Group Performance and Satisfaction

• Major parts determining group performance include the external environment, member resources, group structure and process, group tasks
• Also social aspects and dynamics in a team, such as sports fandom or shared interests like a "kitchen club"

Typology of Organization

• The following organization types can be found in society
• Business Organizations: Comanies, Statups, etc
• Government Organizations: Police, City Council, etc
• Religious Organizations: Churches, etc
• Non-Profit Organizations: Charities, etc
• Educational Organizations: Schools, universities, etc
• Community Groups: Associations, Cubs, etc

Organizational Typology of Etzioni

• Etzioni categorizes organizations based on type of control they have over their members, and how the members engage with the organization

Control Means and Member Engagement

• Coercive Organizations: Members are forced to join through physical obligation, causing alienation and mandatory
• Utilitarian Organizations: Members join to receive material reawrds, engaging calculatingly for personal gain
• Normative Organizations: Engage morally with their organization's goals

Organizational Typology of Parson

• Parsons categorizes organizations by social functrion and how they contribute to the stabiliity of society
• Adjustment: Function focusses on money and economics
• Goal-Implementing: Direct power structures and ensuring political stability is intact
• Integration: Social order and integration for legal institutions and maintaining stability
• Latency: Cultural preservation and heritage, cultural stability is preserved

Managing Teams & in Stages: Which Are the Forming Stages of Teams (Five Phases)?

• Forming: Defining the group's purpose, structure, and leadership
• Storming: Disagreements arise regarding control and group direction
• Norming: Close relationships form, and groups start setting rules and setting standards for work performance
• Performing: The group starts focusing on tasks and works with efficieny
• Adjourning: Group finishes their work and disbands

How Can Teams Develop?

• Team effectiveness develops over time with the following stages
• Forming: Coming together
• Storming: Experiencing conflict
• Norming: Understanding how to make it work
• Performing: Working effetively and effiently together
• Adjourning: Disbanding the team

What are the Characteristics of Every Team Stages?

• Forming: eagerness and some anxiety from start to finish
• Storming: High-level resistance
• Norming: Team support
• Performing: Trust between team-members
• Adjourning: Reflection

What are the Strategies (Behaviors) of Every Team Stage?

• Forming: Setting clear expectations
• Storming: Issue resolving, build trust, and encouraging feedback
• Norming: Team energy monitoring
• Performing: Encourage problem solving
• Adjourning: Achieving reflection skills

Management: Functions-Theory: Where Do the Functions and Laws of Different Areas Come From?

• Functions and laws come from government regulations, industry standards, and societal needs
• Influenced by the country's political systems, economic demands, and cultural beliefs

Teamwork association: A German Example

• Deutsches Rotes Kreuz (German Red Cross): German Red Cross
• Over 7 million members, 5,181 local associations
• Provides services such as disaster relief, blood donations, and other welfare support
• Helps in crisis situations, providing healthcare services etc
• Companies can collaborate with them for training, improving corporate social responsibility (CSR)

Management & Organization: Managementdefinition

• Management involves planning, organizing, leading, and controlling resources to achieve goals efficiently and effectively
• These processes involve working with people and systems that produce effective, organized environments

Intervention Areas

• Focus areas include:
• The organization's parts with more interal focus
• External relations with more broad focus
• Simultaneous change of internal and external

Areas of Organization in Management

• Organisation sectors include
• Private (companies in competitive markets)
• Public sector (Governement institutions)
• Non-profit (such and chartities associations)

Should Every Subsidiary Company of A Group Still Have the Same Organisation Grid?

• Not always
• Subsidiaries require different organization grids based on location, size, culture etc
• Market differences: Subsidiaries encounter unique legal/economic conditions
• Tailored structures improve efficiency within regions

PDCA Cycle

• PDCA (Plan, Do, Check, Act) Cycle is a way to drive continuous improvements
• Each stage has a purpose
• Identify the Problems
• Plan what to do
• Do, try it out quickly with a solution
• Check if it works and why
• Launch if successful, and then adapt

Organisation Leaders Goals

• An organisation is both commercial and social
• Provides the necessary structure for the trade of goods or services
• Successful organisations are backed by the team

Decision Making

• Decision making involves daily decisions, or long-term decisions
• It is a key activity in business with all teams all over the world

The Rule of Management

• A mangers' job is about helping other do their work
• Organisations need their skills in these uncertain times

Global Business & Organization

• A global manager must be aware of economic issues when doing business in other countries
• A global manager must be aware of certain environments such as the economic environment

Environments and Organizations

• Besides the economic environment a global manager must know about the political/legal environment and the cultural environment as well
• It is easier to manage when employees work in teams

What Happens When Decision Making is Made With the 8 Steps of Decision Makers?

• The decisions making process uses these steps:
• identify the problems;
• identify decision criteria;
• weigh the criteria;
• develop alternatives;
• analyse alternatives;
• select alternative;
• implement alternative; and
• evaluate

Planning Organizations

• There are four purposes:
• providing direction;
• minimise waste and redundancy
• reducing uncertainty;
• establishing the goals or standards used in controlling.

Goals & Plans

• Well-written plans/goals are measurable + quantifiable, written down, clear with timeframes, communicated all members

Where Does A Goal Come From In Goal Setting?

• review the organization's mission;
• evaluate available resources;
• determine the goals individually or with input from others; write down the goals and communicate them to all who need to know them; and review results and change goals as needed.

Mission, goal and value defitions

• A solid business with a goal should have 4 things defined:
• Goal: a tangible aim to progress toward ur vision
• Mission: What is the aim for now
• Vision: What are you aiming to achieve in the future
• Value: The belief in pursuing an endevour

Team work

• Company goals can affect innovation, user experience, sustainibility, ect.
• Group such as HR and Culture are also affected
  • The values are reflected by product, HR culture, and marketing

A Twitter/X case study with Elon Musk

• Elon musk had the goals of increasing profit decreasing costs
• As a result, layoffs were made due to costs after his takeover, and there was a drop in team morale
• Communication was also affected which confused teams

Strategic Management & Organization

• Strategic management consists of development
• Helps cope with situations
• Focus on improving the organization

Corporate Identity & Strategy

• Growth strategy expands markets, either current or new
• Stability means no changes in companies

H.R. in organizations:

• Is important for competitive advantage, and organizational strategies
• Orgznisations that treat people well find greater organizational performance

Leadership in Organization

• Managers need to understand individuals behaviour, and attitude
• Communicating is important for the same reasons

What can keep a team motivated?

• A great benefits package, positive compensation, good management
• Challenging goals and good materials

Should leaders in a company be role models?

• Should influence, and have managerial power
• Leading should be the management

Controlling Organizations?

• Important because you know whether goals, met, and why know
• Protect the organization too
• Feedback is important

Operations Management & Value Chain

• OM is transformation goods, and services
• Management incluse coordination, leadership, technology

Planning tools?

• Three techniques, for helping with the enviornment of the company are;

• Environmental scanning, scanning data for forecast

• Competitor intellegence by looking on competitors data

• Forecasting: for the future

Forecasting:

• Can be used to desing, price, and promote during development, test, growth, and steady times

Benchmarking

• Is when analysis by copying methods of leaders to improve what managers and their subordinates can improve

Organisational Culture

• Guides behaviour
• Includes rituals, history and cereomies
• New Employees need to be accepted

Key Aspects to remember, if a firm are as follows in aspects,

• Shared value
• Structuring experiences
• Some might have different opinions than eachother
• Members should have the same value

Qualities of a person who has the following values can be shown as role models in a company,

• passion
• community
• acceptance of all

What can role models do?

• Imrpove and inspire.
• Guie and menotr the team
• Promote for culture

Organizational Culture

• The organization should have effect on all staff

Aspects That start with the following

• Familty
• University
• Fraternities

Org structure has

• Groups that remain long
• How cultures grow from the 2 aspects

Organisational Culture

• Organizational and daily tasks that go together
• Level of "discomfort"
• What is a hard part for the organization, and how can they improve

Organisations must implement

• What new staff should learn

The best organizations must contain elements that implement artefacts/physical chartersitics

• Values assumptions and visiblity

In an ethical and transparent manner, business require codes of conduct

• With guidelines to ensure business
• Protect ethically
• Ensure is fair.

A code of conduct provides

• Mission, values, and policies

Function to improve organizational, external environments

• Adaptation is key to the environment

Culture improves;

• Communication
• Status

Dysfunction

• The culture can sometimes contain the strategy
• Clash or "resistance to change"

Organisational Culture can be diagnosed

• As outsider or insider

Diagnosing culture

• You can study documents and talk to current staff
• Know the organisations heros

Culture is a value:

• Not everyone can easily immport it
• Needs the environment
• Congurence as well as some empirical
• It should have 4:
• Involvement
• Consistency
• Stability
• Mission

Issues with companies and changing

• To change and ensure the mission/ culture, requires good mission to ensure things are ethical

Organizational culture

• To create you need to develop or shift companies culture in an existing organization
• The mission has to be convincing, known, and key

Maintain

• Keeping successful values
• And questioning what you can approve on
• Example is to make the good parts of an companies cultures

Culture

• What should the goal of companies culture be

Multi culture value that can be provided as an example is ''FREEDOM!'

• It might be innovation at Google

More ethical change can be shown through

• Not going to extremes which may result in firing workers
• Not the same in most cases

2 types that should be looked forward to with cultural change are with

• Changing senior management with leaderships
• moving with the company

With change

• It must be know the roots of what is occurring
• Like the FIB, their mission aligned is consistent with the veiw
• Change is bad with some veteran, the opposite for a "siemens conflict"

Multi organizations

• Are affected due to cultures in ways of, local tradition, customs + influence of trade

Diversity

• Can create there own traditions internally
• Culture can be a ressource

Using all cultural differences is something all companies may view depending on benefits to markets + communication

Ethical decisions

• Can change culture
• Should give people a voice, for them
• Ethical companies care

Ethics

• Rights/Freedoms
• The idea must be implemented by employees
• Culture should have freedom for them

Empthay in an organization can be measured through,

• surveys
• tenures
• engagement

Action is key for good organisations such as

• benifits
• work enivornment