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What are the four basic steps of the control process?
What are the four basic steps of the control process?
What is the process of monitoring and acting to correct any significant variations in planned activities called?
What is the process of monitoring and acting to correct any significant variations in planned activities called?
What is the deliberate attempt to improve organizational performance by changing one or more aspects of the organization called?
What is the deliberate attempt to improve organizational performance by changing one or more aspects of the organization called?
What are the two main types of control?
What are the two main types of control?
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What is a person who initiates and assumes the responsibility for managing a change in an organization called?
What is a person who initiates and assumes the responsibility for managing a change in an organization called?
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What are some reasons why people frequently resist change?
What are some reasons why people frequently resist change?
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What techniques can management use to reduce change resistance?
What techniques can management use to reduce change resistance?
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What factor can affect resistance to change?
What factor can affect resistance to change?
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What affects the number of controls needed?
What affects the number of controls needed?
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What is the process of monitoring and acting to correct any significant variations in planned activities called?
What is the process of monitoring and acting to correct any significant variations in planned activities called?
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What are the four basic steps of the control process?
What are the four basic steps of the control process?
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What are the two main types of control?
What are the two main types of control?
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What is the deliberate attempt to improve organizational performance by changing one or more aspects of the organization called?
What is the deliberate attempt to improve organizational performance by changing one or more aspects of the organization called?
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What is a person who initiates and assumes the responsibility for managing a change in an organization called?
What is a person who initiates and assumes the responsibility for managing a change in an organization called?
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What are some reasons why people frequently resist change?
What are some reasons why people frequently resist change?
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What techniques can management use to reduce change resistance?
What techniques can management use to reduce change resistance?
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What factor can affect resistance to change?
What factor can affect resistance to change?
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What affects the number of controls needed?
What affects the number of controls needed?
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What is the role of controlling in management?
What is the role of controlling in management?
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What is the purpose of frequent checks in the control process?
What is the purpose of frequent checks in the control process?
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What are the four basic steps of the control process?
What are the four basic steps of the control process?
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What is concurrent control?
What is concurrent control?
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What is feedback control?
What is feedback control?
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What is organizational change?
What is organizational change?
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What is a change agent?
What is a change agent?
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What are some techniques management can use to reduce change resistance?
What are some techniques management can use to reduce change resistance?
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What is the effect of age on resistance to change?
What is the effect of age on resistance to change?
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What is the definition of organisation structure?
What is the definition of organisation structure?
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What is the difference between formal and informal structure?
What is the difference between formal and informal structure?
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What are the basic elements of structure?
What are the basic elements of structure?
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What is work specialisation?
What is work specialisation?
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What are the negative results of work specialisation?
What are the negative results of work specialisation?
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What is chain of command?
What is chain of command?
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What is span of control?
What is span of control?
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What is the difference between centralised and decentralised organisations?
What is the difference between centralised and decentralised organisations?
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What is the difference between mechanistic and organic structures?
What is the difference between mechanistic and organic structures?
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What is the main purpose of an organisation chart?
What is the main purpose of an organisation chart?
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What is the difference between formal and informal structure?
What is the difference between formal and informal structure?
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What are the basic elements of organisation structure?
What are the basic elements of organisation structure?
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What is work specialisation?
What is work specialisation?
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What are some negative results of work specialisation?
What are some negative results of work specialisation?
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What is chain of command?
What is chain of command?
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What is span of control?
What is span of control?
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What is the difference between centralised and decentralised organisations?
What is the difference between centralised and decentralised organisations?
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What is the difference between mechanistic and organic structures?
What is the difference between mechanistic and organic structures?
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What is the term used to describe the official structure of an organization?
What is the term used to describe the official structure of an organization?
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What is the term used to describe the unofficial working relationships between organisational members?
What is the term used to describe the unofficial working relationships between organisational members?
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What is the term used to describe the process of breaking down a job into steps completed by different individuals with different skills?
What is the term used to describe the process of breaking down a job into steps completed by different individuals with different skills?
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What is the term used to describe the number of subordinates directly reporting to a manager?
What is the term used to describe the number of subordinates directly reporting to a manager?
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What type of structure is best for complex and unique tasks?
What type of structure is best for complex and unique tasks?
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What is the term used to describe the process of pushing decisions down to the level closest to the problem?
What is the term used to describe the process of pushing decisions down to the level closest to the problem?
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What is the term used to describe grouping the organisation's activities into units with a manager in charge of each unit?
What is the term used to describe grouping the organisation's activities into units with a manager in charge of each unit?
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What are some negative results of work specialisation?
What are some negative results of work specialisation?
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What is the term used to describe the continuous chain of authority clarifying who reports to whom?
What is the term used to describe the continuous chain of authority clarifying who reports to whom?
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What is the definition of organisation structure?
What is the definition of organisation structure?
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What is the difference between formal and informal structure?
What is the difference between formal and informal structure?
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What are the basic elements of structure?
What are the basic elements of structure?
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What is work specialisation?
What is work specialisation?
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What are some negative results of work specialisation?
What are some negative results of work specialisation?
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What is chain of command?
What is chain of command?
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What is span of control?
What is span of control?
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What is the difference between centralised and decentralised organisations?
What is the difference between centralised and decentralised organisations?
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What is the difference between mechanistic and organic structures?
What is the difference between mechanistic and organic structures?
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What is the definition of organisation structure?
What is the definition of organisation structure?
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What is the difference between formal and informal structure?
What is the difference between formal and informal structure?
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What are the basic elements of structure?
What are the basic elements of structure?
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What is work specialisation?
What is work specialisation?
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What are the negative results of work specialisation?
What are the negative results of work specialisation?
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What is chain of command?
What is chain of command?
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What is span of control?
What is span of control?
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What is the difference between centralised and decentralised organisations?
What is the difference between centralised and decentralised organisations?
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What are the characteristics of organic structures?
What are the characteristics of organic structures?
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What is the term used to describe the official structure of an organization?
What is the term used to describe the official structure of an organization?
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What is the term used to describe the unofficial working relationships between organizational members?
What is the term used to describe the unofficial working relationships between organizational members?
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What is the term used to describe breaking down a job into steps completed by different individuals with different skills?
What is the term used to describe breaking down a job into steps completed by different individuals with different skills?
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What is the term used to describe the number of subordinates directly reporting to a manager?
What is the term used to describe the number of subordinates directly reporting to a manager?
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What is the term used to describe the grouping of an organization's activities into units with a manager in charge of each unit?
What is the term used to describe the grouping of an organization's activities into units with a manager in charge of each unit?
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What is the term used to describe rigid, stable, high in specialization, centralization, and formalization structures?
What is the term used to describe rigid, stable, high in specialization, centralization, and formalization structures?
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What is the term used to describe flexible, adaptive, encourage cross-functional teamwork and horizontal communication structures?
What is the term used to describe flexible, adaptive, encourage cross-functional teamwork and horizontal communication structures?
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What is the term used to describe the continuous chain of authority clarifying who reports to whom?
What is the term used to describe the continuous chain of authority clarifying who reports to whom?
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What is the term used to describe the negative results of work specialisation?
What is the term used to describe the negative results of work specialisation?
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Study Notes
Introduction to Management: Controlling and Managing Change
Controlling Function:
- Controlling is the process of monitoring and acting to correct any significant variations in planned activities.
- All managers exercise control to add value by transforming resources into outputs of greater value.
- Frequent checks ensure that corrective action is taken quickly to avoid wasting effort and resources.
- The control process involves four basic steps: defining objectives and setting standards, measuring performance, comparing performance with standards, and taking appropriate managerial action to correct variations or inadequate standards.
- There are two main types of control: concurrent control and feedback control.
- The degree of decentralization and position level affects the number of controls needed.
Managing Change:
- Organizational change is a deliberate attempt to improve organizational performance by changing one or more aspects of the organization.
- Organizational change normally begins when a gap between desired and actual performance is discovered.
- Changes in the external environment can trigger change in an organization.
- A change agent is a person who initiates and assumes the responsibility for managing a change in an organization.
- People frequently resist change due to fear of loss, uncertainty, and a sense of loss of what they have invested in the current system.
- Management can use techniques such as communication, participation, negotiation, manipulation, and coercion to reduce change resistance.
- Age can affect resistance to change.
Introduction to Management: Controlling and Managing Change
Controlling Function:
- Controlling is the process of monitoring and acting to correct any significant variations in planned activities.
- All managers exercise control to add value by transforming resources into outputs of greater value.
- Frequent checks ensure that corrective action is taken quickly to avoid wasting effort and resources.
- The control process involves four basic steps: defining objectives and setting standards, measuring performance, comparing performance with standards, and taking appropriate managerial action to correct variations or inadequate standards.
- There are two main types of control: concurrent control and feedback control.
- The degree of decentralization and position level affects the number of controls needed.
Managing Change:
- Organizational change is a deliberate attempt to improve organizational performance by changing one or more aspects of the organization.
- Organizational change normally begins when a gap between desired and actual performance is discovered.
- Changes in the external environment can trigger change in an organization.
- A change agent is a person who initiates and assumes the responsibility for managing a change in an organization.
- People frequently resist change due to fear of loss, uncertainty, and a sense of loss of what they have invested in the current system.
- Management can use techniques such as communication, participation, negotiation, manipulation, and coercion to reduce change resistance.
- Age can affect resistance to change.
Introduction to Organisation Structure
- Ryanair is Europe's largest airline and has achieved remarkable success in a highly competitive industry.
- Organisation structure describes how work is divided, supervised, and coordinated.
- Organisation charts are often used to represent the main departments and work positions in an organisation and their reporting relationships.
- Formal structure is the official structure of the organisation, while informal structure refers to the unofficial working relationships between organisational members.
- The basic elements of structure are work specialisation, chain of command, span of control, centralisation vs decentralisation, and departmentalisation.
- Work specialisation involves breaking down a job into steps completed by different individuals with different skills.
- Negative results of work specialisation include difficulty in replacing employees, boredom leading to low productivity, poor quality, and high employee turnover, and lack of motivation.
- Chain of command refers to the continuous chain of authority clarifying who reports to whom, with concepts related to it including authority, responsibility, accountability, and delegation.
- Span of control is the number of subordinates directly reporting to a manager, and the right number must be found for effective and efficient management.
- Centralised organisations make decisions at the centre, while decentralised organisations push decisions down to the level closest to the problem.
- Departmentalisation refers to grouping the organisation's activities into units with a manager in charge of each unit.
- Mechanistic structures are rigid, stable, high in specialisation, centralisation, and formalisation, while organic structures are flexible, adaptive, encourage cross-functional teamwork and horizontal communication, and are best for complex and unique tasks.
Introduction to Organisation Structure
- Ryanair is Europe's largest airline and has achieved remarkable success in a highly competitive industry.
- Organisation structure describes how work is divided, supervised, and coordinated.
- Organisation charts are often used to represent the main departments and work positions in an organisation and their reporting relationships.
- Formal structure is the official structure of the organisation, while informal structure refers to the unofficial working relationships between organisational members.
- The basic elements of structure are work specialisation, chain of command, span of control, centralisation vs decentralisation, and departmentalisation.
- Work specialisation involves breaking down a job into steps completed by different individuals with different skills.
- Negative results of work specialisation include difficulty in replacing employees, boredom leading to low productivity, poor quality, and high employee turnover, and lack of motivation.
- Chain of command refers to the continuous chain of authority clarifying who reports to whom, with concepts related to it including authority, responsibility, accountability, and delegation.
- Span of control is the number of subordinates directly reporting to a manager, and the right number must be found for effective and efficient management.
- Centralised organisations make decisions at the centre, while decentralised organisations push decisions down to the level closest to the problem.
- Departmentalisation refers to grouping the organisation's activities into units with a manager in charge of each unit.
- Mechanistic structures are rigid, stable, high in specialisation, centralisation, and formalisation, while organic structures are flexible, adaptive, encourage cross-functional teamwork and horizontal communication, and are best for complex and unique tasks.
Introduction to Organisation Structure
- Ryanair is Europe's largest airline and has achieved remarkable success in a highly competitive industry.
- Organisation structure describes how work is divided, supervised, and coordinated.
- Organisation charts are often used to represent the main departments and work positions in an organisation and their reporting relationships.
- Formal structure is the official structure of the organisation, while informal structure refers to the unofficial working relationships between organisational members.
- The basic elements of structure are work specialisation, chain of command, span of control, centralisation vs decentralisation, and departmentalisation.
- Work specialisation involves breaking down a job into steps completed by different individuals with different skills.
- Negative results of work specialisation include difficulty in replacing employees, boredom leading to low productivity, poor quality, and high employee turnover, and lack of motivation.
- Chain of command refers to the continuous chain of authority clarifying who reports to whom, with concepts related to it including authority, responsibility, accountability, and delegation.
- Span of control is the number of subordinates directly reporting to a manager, and the right number must be found for effective and efficient management.
- Centralised organisations make decisions at the centre, while decentralised organisations push decisions down to the level closest to the problem.
- Departmentalisation refers to grouping the organisation's activities into units with a manager in charge of each unit.
- Mechanistic structures are rigid, stable, high in specialisation, centralisation, and formalisation, while organic structures are flexible, adaptive, encourage cross-functional teamwork and horizontal communication, and are best for complex and unique tasks.
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Description
Test your knowledge on the important topics of controlling and managing change in the field of management with this quiz. Learn about the different types of control, the steps involved in the control process, and the factors that affect the need for control. Explore the concept of managing change in an organization, the role of a change agent, and the reasons for resistance to change. Discover effective techniques to reduce resistance to change and understand how age can affect this resistance. Sharpen your management skills and take this quiz today!