Introduction To Management &Amp; Organisations

Introduction to Management & Organisations
*BUS1001 Introduction to Management & Organisations E*ssay for Semester 1, 2008/9 According
to Pettinger (2002), management can variously be defined as a 'science, profession and art' and 'its
status lies somewhere between the three 'with strong elements of each'. Is management a profession
were you could qualify in like a doctor, is it science were there's only "one best way to manage"
(Bennet, Roger (1994)) or is it a skill/ personality in which a manager is has it in their genes from
birth? The answer to this question undouptfully helps identify what is meant by management.
Unfortunate the answer to this question has not been answered, although many theorists have tried
to identify and explain what management is. Pettinger is a ... Show more content on Helpwriting.net
...
He believed increased production will eventually increase employees income (could use quote here)
and organisations profit margins, but in fact in long term future production could fall due to
employees felt dissatisfied and felt like machines. There jobs became repetitive and specialised to
specific jobs, with no team work, job rotation or social groups, which are argued the main
motivators in a workforce. At the time Taylor's theory was successful proved by when he tested at
manufacturing industry he found production increased by over 300% and wages increase by 60%,
which shows his ideas did indeed give efficiency. Evidence of Taylors method of management is
used to today is shown in organisations such as McDonalds and call centres. This showing that even
though its 94 years old theory its used in present time and that scientific management is not
overlooked by newer theories such as from the Human relations school and the contingency theory.
Although the contingency theory argues completely against Management as being referred to
science and especially Taylors 'one best way' as contingency theory "takes a situational (rather than
a one–best–way) view of organisation structure and managerial activity" (Bowditch, J. and Buono, A
(1990)) which means that instead of a singlesolution to way of management there is actually
different methods for different
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Organisation Structure
50 % PARTNERSHIP
LEGAL ADVISOR
LEGAL ADVISOR
MANAGING DIRECTOR
MANAGING DIRECTOR X
SERCVICE FACILTY
MANAGER
SERCVICE FACILTY
MANAGER
ACCOUNTS DEPARTMENT MANAGER
ACCOUNTS DEPARTMENT MANAGER
BOOKEEPER/ ACCOUNTANT
BOOKEEPER/ ACCOUNTANT
ACCOUNTS PAYABLE/PAYROLL
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 ... Show more content
on Helpwriting.net ...
During the busy time payable and receivable staff helps book–keeper.

Customer Service officer $45000
For the Customer service role firm prefers a female, fulltime staff who could create a
communication link between firm and the client company by arranging meetings with the firms
officials, in addition she could be able to promote the firms logo. Customer service staff requires a
special skills and experience in marketing however must be having the following awards and
experiences * Diploma or Degree in management and Marketing * 2 years' experience in
administration and office assistant
LEGAL ADVISOR (Profit share) who is also a business partner, knows all about the legalities
involved in company law and tax law, furthermore he is qualified chartered accountant (CA)
specialised in auditing and tax. He has an experience in one of the reputed accounting firm for 20
years. Partner of this firms owns 50% of the share profit
TRENDS
As a taxation office, legislation changes with the passage of time by introducing new sections within
the law and sometimes government tax law department eliminating the existing law. However, the
firm need to be up–to –date with the Australian Taxation office. These changed legislation indirectly
effect to the organisation i–e because of the new or emended legislation mostly increase the tax
amount such as; Carbon Tax .The most biggest impact on our firm is that

Communication in Organisation
COMMUNICATION IN AN ORGANIZATION
INTRODUCTION
Humans communicate all the time, and most of the time we do it as a matter of course, without
thinking about it. We can define it in the following way:–
 "Communication is one of the basic functions of management in any organization and its
importance can hardly be overemphasized. It is a process of transmitting information, ideas,
thoughts, opinions and plans between various parts of an organization."
 Communication is the process of conveying information from a sender to a receiver with the use
of a medium in which the communicated information is understood the same way by both sender
and receiver. Communication is important in an organization because it creates mutual
understanding ... Show more content on Helpwriting.net ...
Feedback is the check on how successful we have been in transferring our messages as originally
intended .It determines whether or not understanding has been achieved.
Communication in an organization can be for the following reasons:
For motivation and employee morale:
Communication is also a basic tool for motivation, which can improve morale of the employees in
an organization. Inappropriate or faulty communication among employees or between manager and
his subordinates is the major cause of conflict and low morale at work. Manager should clarify to
employees about what is to be done, how well are they doing and what can be done for better
performance to improve their motivation. He can prepare a written statement, clearly outlining the
relationship between company objectives and personal objectives and integrating the interest of the
two.
For increase productivity:
With effective communication, you can maintain a good human relation in the organization and by
encouraging ideas or suggestions from employees or workers and implementing them whenever
possible, you can also increase production at low cost.
For employees:
It is through the communication that employees submit their work reports, comments, grievances
and suggestions to their seniors or management. Organization should have effective and speedy
communication policy and procedures to avoid delays,

Understanding Organisations Essay
| MMM262 | | UNDERSTANDINGORGANIZATIONSTRIMESTER 2 2012 | [assignment 1 –
decision analysis]Ford Australia's decision to cut 440 Jobs – July 2012 | AUTHOR: | | SHAUN
VICTOR PICKERING | | Table of Contents INTRODUCTION 2 PART 1 – Modernist Analysis 3
1.1 Environment 4 1.2 Social Structure 6 1.3 Technology 8 1.4 Culture 9 PART 2 – Symbolic
Interpretive Critique 11 2.1 Environment 11 2.2 Social Structure 12 2.3 Technology 13 2.4 Culture
14 PART 3 – Postmodern Critique 15 3.1 Environment 16 3.2 Social Structure 17 3.3 Technology 18
3.4 Culture 19 CONCLUSION 20 REFERENCES 21 INTRODUCTION Ford Australia is one of
the leaders in Australia's automotive manufacturing industry. However ... Show more content on
Helpwriting.net ...
As this decision to axe jobs does not completely align or alleviate the pressures which Ford is under,
further decisions (e.g. offshore to Thailand) could be expected for Ford Australia to stay 'afloat'. 1.2
Social Structure The focus on social structure analyses the relationships between individuals whom
contribute to Ford Australia and by extension, the individuals who give rise to the decision. As
claimed by Lex Donaldson, organizational strategy, technology, size and task uncertainty are all
contingent factors which affect the social structure of a company (Hatch & Cunliffe 2006).
Therefore, the level of uncertainty of Ford's environment can also have great impact on the structure
of the organization. Ford's industry and manufacturing plants give their company a mechanistic
structure. As a result, decisions are handed down from the top of the 'power hierarchy' and work
procedures are mostly standardized and simplified. Following from that categorization, Lawrence
and Lorsch were quoted to believe that the better a company's social structure fits its environment,
the higher their rate of success. Implying Ford would succeed better if its mechanistic structure were
to change and mould to the volatility of its environment. As Rolfe and Drill (2012) outlined, the
industry had been suffering with numerous job cuts in the recent past. Ford's

Organisations and Behavior
(1.1) The organisational structure used in a company is intended to form relationships, motivate,
increase productivity, co ordinate and provide direction between employees. According to the
business dictionary (2013), an organisational structure is the hierarchical arrangement of lines of
authority, communications, rights, and duties of an organisation. It determines how roles, power and
responsibilities are assigned, controlled and coordinated and how information flows between
different levels of management. A structure depends on the organisation's objectives and strategy.
There are many influences on an organisation's structure, some of which are: its size, task, staff, age,
its culture and management style and its legal, ... Show more content on Helpwriting.net ...
Disadvantages to this structure: conflict between departments is common, it may be costly because
each division is considered its own entity, lack of communication between departments and it may
result in duplication of resources, as said in a management blog. The culture best associated with
this structure would be described as the role culture also known as Apollo. According to the BPP
learning media (2010) role culture refers to the classical, rational organisation bureaucracy. [pic]
Figure 1.1 Diagram showing the multidivisional structure. The traditional organisation structure,
conforming to what is said on Buzzle.com, is those types' organisational structures that are based on
the functional divisions and departments. These kinds of structures follow the organisation's rules
and procedures; they are characterized by having precise authority lines for all levels of
management. This is a centralised degree of authority. Whereas the contemporary structure has a
wide span of control the traditional structure can be referred to as a tall organisation with a large
number of management hierarchies which leads to a narrow span of control. There is a strict
specialization of jobs unlike in the contemporary design where there is a 'jobless' structure. ** The
scalar chain of command

Organisation Behaviour
Organisational Behaviour and Theory Describe and discuss how an organisation's structure
influences its behaviour, with particular emphasis on decision making and workforce management
and control. The structure of an organization is so visible and can be so powerful. It influences how
well the organisation is able to meet its strategic goals; it can also influence how quickly an
organisation can respond to changes. Usually, structure is the product of decision–makers,
management decision–makers determine the level of the workforce, deciding what process they
need to adopt and changes they need to make within the organisation. (Unit Guide, Organisational
Behaviour and Theory, page 28 – 29) Changes can influence on organisation behaviour ... Show
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This means that their choices will have the maximum subjective expected utility among the
available alternatives (March $ Simon 1958; Savage 1954). There are 5 steps for a rational decision
making. Identify the problem, is the first step, the decision maker receives the difficulty and forms a
clear definition of it, diagnosis the facts. Analyse what is causing the event, when did it happened?
Is the issue urgent? (Contemporary issues in management, page 140). Alternatives solutions, the
most important thing here is to the decision maker understand all alternatives, including alternatives
that must be custom made than picked on the shelf (Contemporary issues in management, page
142). All alternatives to be evaluated that's the third step on rational decision making, it's to make
sure that the decision maker collect information about all meaningful attributes (Contemporary
issues in management, page 142). Select the optimal choice, fourth step, collect the alternative that
establishes a huge assistance to the decision maker. The decision maker selects the alternative with
the maximum importance or valence. This valence is a product of the expected valence of outcomes
of the alternatives and probability of each outcome occurring (Contemporary issues in management,
page 143). The final step is to implement alternative. Decision

Organisation
Kapitel 1 Introduktion Begrebet organisation Side 10 * En organisation er et antal mennesker der
samarbejder om at nå et eller flere fælles mål * Består af mere end en person * Mellem deltagerne
foregår et samarbejde der på den ene eller anden måde er koordineret. * Rette sig imod at opfylde et
eller flere mål * Muligt at afgrænse hvad der hører med til organisationen og hvad der ligge udenfor.
Organisationsniveauer Side 11 * Individer; En organisation består af nogle individer som udfylder
forskellige roller. Indgår i et samarbejde, men er ofte forskellige som personer fx intelligens,
personlighed, værdier og holdninger. Hvis interessen samler sig om enkeltpersoner taler man om
organisation på ... Show more content on Helpwriting.net ...
* Ledelsesspecialisering; funktionelle princip så der f.eks. er en der er specialiseret i indkøb og en
anden i salg. Hvad kendetegner den administrative skole: Side 27 * Intereserede sig for
organisationen som helhed * Koordinering af samarbejdet mellem afdelinger, grupper og personer er
alpha omega. * Arbejdsspecialisering er nødvendigt for at skabe effektivitet * Myndighed og ansvar
skal følges ad – retten til at give ordrer (myndighed) følger et ansvar dvs. at man skal over for sine
overordnede stå til regnskab for sine handlinger. * Færrest niveauer mellem top og bund. * Kun en
leder pr. underordnet * De ansatte skal behandles med velvilje og forståelse, have en retfærdig løn,
der fremmer indsatsen, skal opmuntres til at tage intiativ og stille forslag. * Opretholdes disciplin
samt interesser må ikke gå forud for virksomheden. Den humanistiske skole Side 28 * Skabt af
sociologer og psykologer. * Mennesker er forskellige og sociale faktorer har betydning for
arbejdssituationen. F.eks. at vise interesse og støtte. * Andet end løn og fysiske arbejdsvilkår har
betydning for effektiviteten og ledelsen. * Interessen for kultur, etik, socialt ansvar, mobning og
stress udspringer også af bevægelsen. Hvad er indholdet i systemteorien Side 30 * Et system er en
helhed som består af visse elementer som der findes relationer imellem. Situationsafhængig
organisation Side 36 *

Organisation structure and culture
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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 of new opportunities. To do this effectively means more than knowing which 'levers'
to pull or which structural form to take. It also requires a deep understanding of what makes the
organisation work – its culture. But what choices ... Show more content on Helpwriting.net ...

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4 THE ORGANISATION – STRUCTURE AND CULTURE
113
FIGURE 4.1 Structure following strategy
Strategy
Structural option
Innovation (3M)
Organic/diverse – a loose structure; low specialisation, low formalisation, decentralised. Cost–
minimisation
(Wal–Mart)
Mechanistic/uniform – tight control; extensive work specialisation; high formalisation; high
centralisation.
Imitation/follower
(IBM)
Mix – mix of loose with tight properties; tight control over current activities and looser controls for
new undertakings.
1.4 Size
Larger organisations tend to have more formalised structures and cultures. Increased size is likely to
result in separate departments and possibly split–site operations.This may cause difficulties in
communication with the need for effective co–ordination; otherwise, inter–departmental rivalries
may develop.A rapid expansion, or decline, in size and rate of growth, and consequent changes in
staffing will influence both structure and culture.There is considerable evidence that size
significantly affects structure and culture. Organisations of 2,000 or more employees tend to exhibit
more departmentalism, specialisation and have more rules. By that stage, they are fairly mechanistic

Organisations and Behaviour
SCHOOL OF INTERNATIONAL EDUCATION OF NANJING UNIVERSITY OF SCIENCE AND
TECHNOLOGY
IMPORTANT: YOUR ASSIGNMENT WILL NOT BE ACCEPTED
FOR ASSESSMENT WITHOUT THE COVERING SHEETS!
BTEC HNC/HND PROGRAMME:Organisations and Behaviour
|UNIT NO. 3 |Unit level:H1 |
|UNIT TITLE ORGANISATIONS AND BEHAVIOUR |ASSIGNMENT NO. 1 |
TO BE COMPLETED BY THE STUDENT:
NAME OF STUDENT:(Chinese)_______________________
(Pin Yin)_______________________
(English)___________________________
HANDOUT DATE: ... Show more content on Helpwriting.net ...
|management |
| |2.3 evaluate the different approaches to management used by |
| |different organisations |
|Outcome 3 |3.1 discuss the impact that different leadership styles may have|
| |on motivation in organisations in periods of change |
|Understand ways of using motivational theories in organisations | |
| | |
| |3.2 explain the different motivational theories and their |
| |application within the workplace |
| |3.3 evaluate the usefulness of a motivation theory for |
| |managers |
|Outcome

An Organisation Organization Essay
Introduction
The nature of an organisation determines the different financial statements required to be completed
annually. This report will analyse three contrasting types of entities, in addition to the differences in
the annual reports produced.
From a not–for profit charity, The Salvation Army, to a large New Zealand business, The Warehouse
Group and a Maori land trust, Waikato–Tainui.
Users of the information
The objective of accounting reports are to provide external and internal users the information that
enables them to make improved finanical decisions. Therefore the users of the information are the
same for all entities, the types of information they are most concerned with is what differs.
Investors, creditors, employees, managers, owners and government agencies are the users of the
financial information.
The Salvation Army is a charity, this means that the investors will use the information provided by
the financial report to assess if the organisation is utilising the funds provided to assist the
community. Creditors will use the information to assess the credit worthiness of the charity to ensure
the organisation is able to pay for the goods and services. Managers will make decisions on how to
allocate the resources, employees and volunteers will use financial statements to ensure the charity
is accomplishing the mission to help people. Government agencies need this information to ensure
that the not–for profit is complying with legislation.
The Warehouse

The Learning Organisation
The Learning Organization The article selected was Managing Change Successfully by Eileen O.
Brownell, President, Training Solutions. The article addresses the need to adapt to change, not only
in the business world but also in one's personal life. The world is full of change and will continue
through time, requiring constant flexibility, adaptability, creativity, and optimum customer service
(Brownell, 2000). Businesses need to identify with the changes and make plans for the future of the
business around the change. To successfully manage change, employers must focus on the following
ten steps to manage change within the organization to ensure success recommended by the author.
According to Brownell, 2000. 1) View change as an ... Show more content on Helpwriting.net ...
Often associates see the changes as a negative impact resulting in them pushing back at the change.
However, this leads one the wonder whether the associates are to blame or management. Did
management deliver the message of the change appropriately with a positive approach or did was
the message delivered leaving associate confused and uneasy. The organization is currently going to
change and foresees additional changes over the next year. The most recent change is the strategy
changes of the organization. Due to the government refinance program nearing the end existence,
the bank needs to change its strategy for retained business. Over a year ago, the HARP program was
developed and created a major change to the financial world by creating an overwhelming amount
of business causing backups and customer service level agreements to fall below expectations.
Customer service has always been an important aspect of business; however, because of the
excessive customer applications, the banks were not able to perform at acceptable levels. At the
time, some may have believed that because of the program restrictions, customer service can fall
because the customer has no other option then to do business with the bank servicing his or her
existing loan. During this time, the bank lost focus on the purchase money business and failed to
deliver and meet the expectations of many realtors and customers. However, now that the HARP
program is

Organisational learning and learning organisations have been the focus of a great deal of evaluation
within management literature since the 1990's (Senge, 1990; Michaux, 2002). This paper aims to
define and critically evaluate the concept of a learning organisation by drawing on the writings of
core authors to both support and demonstrate criticisms of the 'learning organisation' concept.
Organisational learning is a continual process whereby an organisation adapts to its environment by
constantly improving performance through evolving knowledge and understanding by its members
and the organisation (Hartel, Strybosch & Blyth, 2006). A learning organisation, on the other hand,
is an organisation which ... Show more content on Helpwriting.net ...
The level of organisational learning required by an organisation will be dependent on its own
distinctive characteristics and considering the type of organisation and its operating environment, it
may not always be beneficial for an organisation to be a learning organisation (Hartel et al. 2006:
292).
The concept of the learning organisation gained wide acceptance from the works of Peter Senge who
is most well known for his body of work entailed The Fifth Discipline. Here, Senge (1990: 3)
introduces the notion of systems thinking and defines a learning organisation as one "where people
continually expand their capacity to create the results they truly desire, where new and expansive
patterns of thinking are nurtured, where collective aspiration is set free, and where people are
continually learning to see the whole together". However, the concept of systems thinking has been
around since the 1950's but it was not until Senge's writings that it gained popularity and
momentum.
Whilst it is necessary for an organisation to apply 'adaptive' or 'survival' learning an example which
would be adapting to changes in the current environment, Senge (1990) asserts that a true learning
organisation is characterised by 'generative learning' which is learning that enhances its capacity to
innovate and create. Generative learning and the

Computer Organisation
1. Analyse the von Neumann architecture, which is the basis for most digital computers today, with
respect to the von Neumann bottleneck. [5 marks]
2. What are the limitations of Moore's Law? Why can't this law hold forever? Explain [4 marks]
Intel Founder Gordon Moore stated "The density of Transistors in an integrated circuit will double
every year" There are physical and financial limitations. At the current rate of miniaturaturization, it
would take about 500 years to put the entire solar system on a chip! Clearly, the limit lies
somewhere between here and there. Cost may be the ultimate constraint. Rock's Law, proposed by
early Intel capitalist Arthur Rock is a corollary to Moore's law. "The cost of Capital equipment to
build ... Show more content on Helpwriting.net ...
For a) MSB is 1 that means the number is negative so the absolute number is converted to decimal
as 0011101 equivalent to 11101 and converted into decimal number as
= 16+8+4+0+1
=29
Thus, the decimal equivalent of Signed–magnitude representation of the given number is –29.
For b)
Since the MSB is 1 that represents the given number in binary when represented as Signed–2's
complement is negative and the binary conversion follows as above and the decimal equivalent is –
(29+1) = –30. Negative binary number in Signed–2's complement number is always added 1 to its
absolute decimal value. 5. Construct the XNOR operator using only AND, OR and NOT gates. [4
marks]
6. Write a Boolean function, construct the truth table and design a logic circuit, use of basic logic
gates to activate a speed camera during morning 7.00 am to 10.00 am and afternoon 1.00 pm to 3.00
pm. You need to use 24 hour clock timing when designing this circuit. [6 marks]
Truth Table Time | a | b | c | d | Y | 00:00 | 0 | 0 | 0 | 0 | 0 | 01:00 | 0 | 0 | 0 | 1 | 0 | 02:00 | 0 | 0 | 1 | 0 | 0
| 03:00 | 0 | 0 | 1 | 1 | 0 | 04:00 | 0 | 1 | 0 | 0 | 0 | 05:00 | 0 | 1 | 0 | 1 | 0 | 06:00 | 0 | 1 | 1 | 0 | 0 | 07:00 | 0 |
1 | 1 | 1 | 1 | 08:00 | 1 | 0 | 0 | 0 | 1 | 09:00 | 1 | 0 | 0 | 1 | 1 | 10:00 | 1 | 0 | 1 | 0 | 1 | 11:00 | 1 | 0 | 1 | 1 | 0
| 12:00 | 1 | 1

Organisation and Behaviour
To: Teresa GREEN, CEO of SLB From: Amelie ARRAS, business consultant Date: 16th October
2012 Subject: issues and solutions within SLB Introduction The aim of the report is to analyse the
current organisational structure and culture within southern bakeries limited (SLB) and give you
recommendations about what could be improved. Indeed, you identify that changes should be
applied to achieve the new business goal and enable the company to grow. I will also explain how
changes could impact on the business considering advantages and drawback of different structures
and cultures available to you. Culture and organisational structure within SLB: First of all, a
structure is the architecture which connects all ... Show more content on Helpwriting.net ...
If individuals act in ways that seem illogical or contrary to you, it is probably not because of
stupidity, but it can be due to their culture, different ways of working, traits and personal beliefs;
everyone interpret things differently and the best way to be run a successful business is to
understand that. It is essential to understand the behavioural traits of your employees as this is a key
to success when implementing change. Because by understanding ones behaviour you are then able
to anticipate which attitude they will adopt to certain situations and also to approach things
differently to suit people personality ensuring the success of change. It takes 3–8 years to change the
culture within an organisation and it is clear to see you have successfully changed the culture of
SBL however Myrtle still needs to be converted and by understanding her own behavioural traits it
will become easier to fit her in your new culture. Conclusion In summary, I went through how
within

Organisation Environment
Table of Contents 1 Introduction to organization environment 4 2 Background of Macdonald 4 3
Strength and weakness of the company 5 3.1 Strengths 5 3.2 Weakness 5 4 MacDonald specific and
general environment 6 4.1 Specific environment 6 4.1.1 Customers: 6 4.1.2 Competitors 6 4.1.3
Supplier 6 4.1.4 Strategies partners 7 4.2 General Environment 7 4.2.1 Economic conditions 7 4.2.2
Political / legal conditions 7 4.2.3 Social culture conditions–society, education level, religion 8 4.2.4
Demographic condition 8 4.2.5 Technological Conditions 8 4.2.6 Global condition 8 5 The effect of
MacDonald in specific and general environment 9 5.1 Specific Environment 9 5.1.1 Customer 9
5.1.2 Competitor 10 5.1.1 ... Show more content on Helpwriting.net ...
Weakness
As food industry is saturated, it will be hard to add new outlets. Other than that increase in food
sources pricing, the continuation of annual dividend and price competition that driven by the
competitors hinder the capability to raise revenue. Nonetheless, to rectify this problem the company
has swift the focus from a value menu to a more diverse one. Another problem is that there is limited
product innovation and sometime customers will be sick of eating the same food again and again. It
is also harder to find prime locations and when expand over to other countries; it will have to face
the posing potential cultural challenges. There is also growing concern with the healthy diet as the
result MacDonald being a fast food restaurant will be an unhealthy choice to most of the healthy
lifestyle people and they will choose not to visit MacDonald. Lastly it may create an unhealthy
eating culture to the country as fast food is not a good choice for healthy lifestyle and it may
increase the rate of obesity of the country. http://www.scribd.com/doc/3972375/MC–DONALDS–
SWOT http://www.financialcrisis2009.org/forum/Advertising–Marketing/What–are–the–
STRENGTHS–and–WEAKNESSES–of–McDonald–241245.htm
http://www.fool.com/investing/general/2010/08/25/mcdonalds–strengths–weaknesses–
opportunities–threa.aspx Organization Specific and General Environment
Specific environment
Specific environment is the factors that will directly relevant to achievement of an

Forms of Business Organisation
1. Sole trader businesses are the easiest to set up because there is no complex paperwork. The
business and the owner are the same person in law. The sole trader does not have limited liability
which means that they are responsible for all the debts of the business. The sole trader has to
produce an annual accounting return for the Inland Revenue.
2. Partnerships are set up by a Deed of Partnership which is a document made out by the partners
and witnessed by a solicitor. This Deed sets out the legal relationship between partners e.g. how
profits will be shared out, responsibilities of partners etc. In traditional partnerships the partners had
unlimited liability i.e. they were jointly responsible for the debts of their partnership. In ... Show
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These departments will provide back up support and training.
Organisations are structured in different ways:
1. By function as described above
2. By regional area – a geographical structure e.g. with a marketing manager North, marketing
manager South etc
3. By product e.g. marketing manager crisps, marketing manager drinks, etc
4. Into work teams, etc.
Reporting in organisations often takes place down the line. An employee might be accountable to a
supervisor, who is accountable to a junior manager, who is then accountable to a senior manager –
communication and instructions can then be passed down the line.
Formal organisation
An organisation chart outlines the formal chain of command and communications within an
organisation. This is the official structure that is backed up by rules and procedures. You must
remember however, that what you see on paper is often very different from the way that things work
in the real world. An individual with a strong personality can play an important part in the running
of an organisation, although he or she may appear near to the bottom of the chart.
In the formal organisational structure there will be patterns of communication and procedures for

decision making. Some organisations will have tall structures with lots of layers of command. Other
organisations are relatively flat.
Although the managing director

boundaryless organisation
ACE INSTITUTE
OF
MANAGEMENT
REPORT
ON
CASE 4
BOUNDARYLESS ORGANIZATIONS
Prepared By:
Group 4
Binindra Shrestha
Gaurav Khatiwada
Sakunda Ojha
Sumit Bajracharya
Yadav Basnet
April 22 2014
1. Theoretical Background
A boundaryless organization is a modern approach in organization design. It is an organization that
is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a
predefined or traditional structure. This term was coined by former General Electric chairman Jack
Welch because he wanted to eliminate vertical and horizontal boundaries within the company and
break down external barriers between the company and its customers and suppliers.
Traditional companies with ... Show more content on Helpwriting.net ...
Each unit has a singular function.
Problem: Each unit maximize their own goals but not the overall goal of the organization
External – Barriers between the organization and the outside world (customers, suppliers, other
government entities, special interest groups, communities).
Customers are the most capable of identifying major problems in the organization and are interested
in solutions.
Problem: Lose sight of the customer needs and supplier requirements
Geographic – Barriers among organization units located in different countries
Problem: Isolation of innovative practices and ideas

3. Analysis
Many companies are crossing lines that have set boundaries linking them to communication. All
over the world healthcare facilities are requiring employees the opportunities to connect through a
wide variety of networking resources. Contact methods that expand knowledge, ideas, sharing, and
finding solutions are all trigger points. Environments that provide healthcare are responding with
other organizations through networks that promote social media. Companies are responding to other
organizations by relaxing barriers that keep them from communicating with others. Organizations in
healthcare are providing boundaryless organizations encouraging and managing a blur of boundaries
to provide a better knowledge and understanding of a situation characterized by

Organisation and Behavior
Awarded By Edexcel
Name: Zsolt Vida
Student ID: 101345
Tutor: Sean Barrett
Task: 2
Contents 3.a AN ORGANISATION IN PERIOD OF CHANGE. 3 3.b THEORIES OF
MOTIVATION 4 MASLOW'S THEORY: 4 APPLICATION TO THE WORK SITUATION. 5
ALDERFER'S MODIFIED NEED HIERARCHY MODEL. 5 APPLICATION TO THE WORK
SITUATION. 5 3.c IMPLICATIONS THESE THEORIES OF MOTIVATION HAVE FOR
MANAGERS. 6 4.a IMPORTANCE AND INFLUENCE OF GROUP VALUES AND NORMS
WITHIN AN ORGANISATION OF YOUR CHOICE. 7 4.b DEVELOPMENT WITHIN AN
ORGNISATION. 8 4.c THE TECHNOLOGY WITHIN ORGANISATION 9 REFERENCES 10
3.a AN ORGANISATION IN PERIOD OF CHANGE.
When an organisation get change a lot of things happening. ... Show more content on
Helpwriting.net ...
It is important to emphasize the systematic because it expresses the grounding to the intuitive
thought. Organizational behaviour is just the job performance–related behaviour and attitudes
characterized (productivity, employee turnover ...).
The study of organizational behaviour is designed to help the driver of the situation analysis, the
detection of events, and offer a model that can be applied to the body.
Organizational behaviour is a theoretical orientation, practical equivalent of the Human Resource
Management (the micro level). Knowledge gained in the study of organizational behaviour,
organizational theory (structural design), organizational development (change management), human
resources management (management of problems) is utilized.
(From internet)
4.b DEVELOPMENT WITHIN AN ORGNISATION.
The development is very important in business organisation as anywhere else. There are factors
what are helpful and there are factors what are pull back in development. The co–operation is really
good within the individuals if they are working on same things. The team should understand the

goals. The members of team trust each others. The team make a nice atmosphere in which people
are comfortable. They don't punishment each other for disagreeing.
The communication is respectful, open, and

Not-For-Profit Organisation
Having never directly worked for a not–for–profit organisation before, I was not sure what exactly
to expect. However, I had some preconceptions. Logically speaking, I assumed a not–for–profit
organisation would have far less resources, for lack of a better word, be disorganised; given the
reliance on a pool of volunteers rather than salaried employees. Furthermore, I expected to receive
minimal supervision and/or training as I appreciated that my supervisor's time was extremely
valuable. After having spent 3–days at Amnesty International Australia ('AIA'), I would argue that
my assumptions have thus far proven correct. Having worked in large corporate organisations such
as Deloitte and the QBE Insurance Group, the contrast in resources could not be starker.
Furthermore, my supervisor often lacked time to run me through all the tasks she wanted me to do.
For example, on the first day she had to cut the orientation short because of an urgent call. On the
second day, she was busy introducing a University of Sydney student. An on the third day, she was
not present for most of the morning because of a meeting. Despite all this, I am enjoying my
experience. ... Show more content on Helpwriting.net ...
For example, one of my tasks was to go through the AIA Constitution to develop an understanding
of the organisation and the legal context in which it operates under. I expected the reading material
to be dense and difficult to interpret. However, the content I learnt in Business Associations
(LAWS1091) proved extremely topical. I was quickly able to recall key terms such as annual
general meetings, quorums, super majorities and references to the Corporations Act. Whilst it
probably was not the most interesting task I could have been assigned, I understood the rationale
behind it. It is better to begin with a strong foundation and build on top of it rather than trying to
jump straight and get

Case Study 1: Dimensions of Organisational Structure Changing the Rules at Bosco Plastics When
Jill Thompson took over as chief executive officer at Bosco Plastics, the company was in trouble.
Bosco had started out as an innovative company, known for creating a new product just as the
popularity of one of the industry's old standbys was fading, i.e., replacing yo–yo's with water guns.
In two decades, it had become an established maker of plastics for the toy industry. Bosco had
grown from a dozen employees to four hundred, and its rules had grown haphazardly with it.
Thompson's predecessor, Wilhelm K. Blatz, had found the company's procedures chaotic and had
instituted a uniform set of rules for all employees. Since then, both ... Show more content on
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The following week, she called in all the department managers and asked them to draft formal rules
and procedures for their individual areas. She told them she did not intend to lose control of the
company, but she wanted to see if they could improve productivity and morale by creating formal
procedures for their individual departments. Case Questions (AO 1.1, 1.2 & 1.3): Do you think Jill
Thompson's proposal to decentralise the rules and procedures of Bosco Plastics will work? If so,
why and how? Give reasons. What, in your opinion, are the requirements to make decentralisation
effective? What kinds of rules and procedures do you think the department managers will come up
with? Which departments will be more formalised? Why? What risks will the company face if it
establishes different procedures for different areas? Explain your reasons by analysing the merits
and demerits of 'organic' and 'mechanistic' structures with regard to changes proposed by Jill
Thompson. Case Study 2: Organizational Structure and Culture Surviving Greenscape's Hard Times
In ten years, Greenscape had grown from a one–person venture into the largest nursery and
landscaping business in its area. Its founder, Lita Ong, combined a lifelong interest in plants with a
botany degree to provide a unique customer service. Ong had managed the company's growth so
that even with twenty full–time employees working in six to eight crews, the

Disadvantages Of Functional Organisation
Functional Organisation F.W. Taylor, who is known as the father of scientific management
developed the concept of "Functional Organisation". According to name, functional organisation
implies that the organisation ought to be based on various functions. Taylor's functional/practical
approach is based on principle of specialization and tries to cover up the organisational balance. The
principle of specialisation enlighten the concept that both the workers and the supervisors can
develop or maintain a higher degree of proficiency by separating the manual from mental
requirements. Taylor recommended that there ought to be functionalisation even at the lowest(shop)
level where workers are producing goods. He felt that the usual practice of putting one foreman
supervisor of some forty to fifty workers should be avoided. Taylor's concept of Functional
Foremanship , is a system ... Show more content on Helpwriting.net ...
Specialisation in every field: This system comprises of the benefits of specialisation. As every
functional In–charge is an expert in his/her area, he/she will guide using his specialisation and with
the help of the subordinates working under him/her, try to attain the specified objectives. 2.
Increased efficiency of the workers: This type of organisation make sure to enhance the efficiency as
the workers operate under the expert and competent personnel and perform limited or given
operations. 3. Limited no. of duties: The functional foremen have to carry out the limited number of
duties concerning their area of expertise. This mainly reduces the burden of work and makes it
possible for the foreman to carry out the work in the best possible way to ensure maximum
production and stability in the organisation. 4. Scope for expansion: Functional organisation offers a
great deal for expansion of business enterprise without any dislocation , problem, immobility and
loss of efficiency as each man grows on account of his own

Organisation Cultures
Compare and contrast Handy's cultures and Deal & Kennedy's cultures. In your opinion, which is a
more realistic representation of organisational culture? Justify and explain your answer.
Organisational culture is a shared value belief which binds the people of an organisation together to
achieve a particular objective. "In the early 1980s organisational culture became increasingly
considered as both an obstacle to change and a vital ingredient of organisational success or failure"
(Ian Brooks, 2003). Handy culture has social approach and focuses on the social factors. Whereas,
Deal and Kennedy's culture has management approach and focuses on what the managers want from
a business, where managers find problems in cultural field, ... Show more content on
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Handy identifies the factors which influence the type of culture found in an organisations, some of
which such as organisational size ,locus of power ,type and levels of technology and characteristics
of the business environment, will already be familiar to you. Similarly both theories believe that
there are four types of cultures but they have different approach as Deal & Kennedy's culture is
about four generic cultures that are found in (Mullins 2010, p.741) which argues the risk involved in
an organisation activities and the speed which employees receive feedback on the success of
decision and what a manager want from a business. On the other hand, Handy cultures have social
approach which seeks to analysis the critical influence that an organisation might have. However
organisation might not be able to change people values and believes but organisation can set clear
direction to their employees about aims and objectives of the business which employees need to
obey. On the one hand, Handy links organisational structure to organisational culture. In addition, he
argues that most likely the simple structure is

The Religious Beliefs Of Organisations
The religious beliefs of organisations are responsible for altering management practice in various
foreign civilizations, yet when these moral principles are integrated with other devices used in
Western society, it can create the most influential environment that thrives on work ethic and
profitability. As such cultural beliefs are predominantly not a factor in countries such as Australia,
many consider that a religious organisation is far more effective in its management practice. Despite
this, it is the way in which these countries utilise religion in their workplace that makes it merely
another device to inculcate the desirable outcomes that Western countries are similarly aiming to
achieve; therefore, creating similar productivities ... Show more content on Helpwriting.net ...
The verses in the Holy Qur'an state the highest emphasis on trusteeship, the righteousness of hard
work, and the significance of learning in the workplace (Uygur 2009) while in Asian culture there is
a profound sense of Confucianism where the core religious values are based upon collectivism,
loyalty to the organisation, dedication and the importance of the social hierarchy (Cultural Value for
Young Generation Employees 2008). The religious values that many countries recognise are not an
integral factor of Western society. While there may be the same basic principles, there are some
differences that are due to each countries cultural values, making the issue of how these ethics can
effect and influence management practice, particularly relevant in todays society.
The ways in which religious values can positively alter management are constantly observed in
other cultures and societies. The studies of religious organisations have copious potential to provide
pivotal information on ideal management practice as well as enhancing our understanding of the
overall concept of management and its intangible assets. This concept has been discussed and a
sociological viewpoint has been established where a religious organisation may provide a greater
meaningful structure for employees to embellish and thrive; clearly promoting a motivated and hard
working community. Max Weber, a German

Understanding The Behaviour Of Organisation
Task3
Understanding the behaviour of organisation in their environment
Business organisations do operate in the environment that has a strong influence on the way
business operate and conduct their business transactions. The environment that business
organisations face is both internal and external and both needs strategy and policy to dealt with.
Thus, business organisation must find a way to deal with it. External environment is the macro
environment that business organisations interact with daily bases. To operate successful business
must be able to respond effectively to factors that have influence on them. Therefore, the success
depends on the ability to adopt with the environment in which business operates.
3.1. Explain 3 different types of market structure (perfect competition, monopoly, oligopoly and
regulations of competition: determine pricing and output decision of ASDA business.
1. Perfect competition:
.
Perfect market is a hypothetical market where economists believe competition reaches its best level,
but in reality, there no such perfect competition. It is an economic theory that is used as a base to
compare with other market structures. According to an economic online, a market which, exhibits
the following characteristics is said to be a perfect competitive market. Under perfect competition,
business organisations are price takers not price makers but there is no such perfect competition,
customer are not bound to a single supplier, but

Rank Group Defies Brexit With Impressive Profit Increase
Rank Group defies Brexit with impressive profit increase While Brexit has rocked a number of
major online gambling industry names, it seems that Rank Group has managed to remain strong. In
fact, it can even be argued that Rank Group has gone beyond what it was expected financially
speaking, as it posted a profit increase of 15% during the financial year. Coming about through a
fresh digital–focused strategy, it appears that Rank Group is defying doubters across the board. The
report, which details final results for the year to 30th June, shows that their profit before taxation
was a very healthy £85.5 million, which is a notable increase on the £74.5 million posted the year
prior. Revenue for Rank Group also increased by 2% to £753 million. The figures show that,
generally speaking, Rank Group had a great year, but there was a negative to note amidst the report,
as there was 2% dip in the group's operating profits, as it came in at £82.4 million before
"exceptional items". Considering the positivity surrounding Rank Group, Henry Birch (Rank Group
Chief Executive) has been quick to comment on the report, he said "I am pleased to report a solid set
of results with group revenue up 2%, again recording like–for–like growth across all brands and
channels in the year. This year we have focused on delivering significant projects to ensure we have
the right platform in place for future growth. This included the migration of our digital business onto
a new platform, the roll out

Hotel Organisation
Hotel Organisation
I. Hotel divisions.
Organisational Missions
Every organisation has a reason or purpose to exist. Its purpose forms the basis for the organisation's
mission. An organisation's mission can be expressed in a mission statement. A mission statement
defines the unique purpose that sets one hotel or hotel company apart from others. It expresses the
underlying philosophy that gives meaning and direction to hotel policies. Hotel employees may
derive a sense of purpose from a well–conceived mission statement. For example, a hotel 's mission
may be to provide the finest facilities and services in the market while providing a good place to
work for its employees and a reasonable return on investment to the owners. A ... Show more
content on Helpwriting.net ...
Although procedures may differ from hotel to hotel with regard to reservations handling,
maintenance, processing, and confirmation, the purpose is still the same: to accommodate guest
requests in a manner that maximises hotel occupancy and room revenue. Computers can be
programmed to provide reservations agents with information on the types of rooms available
(including room rate, view, furnishings, amenities, and bed size) for a given day. Some computer
systems can even provide agents with the exact room number if necessary. Computers can provide
reservations agents with a great deal of information on the hotel, some of which should be provided
to the guest on request. Computers have helped transform reservations agents into true salespeople.
Reservations agents should convey the desirability, features, and benefits of staying at the hotel,
rather than simply processing an accommodation request. It is no longer satisfactory for a
reservations agent to defer to the front desk to determine a room 's rate at registration. Reservations
agents should confirm the rate over the telephone at the time the guest makes the reservation. In
fact, most guests requesting a reservation will not book a room without receiving a confirmed rate.
The agent should reinforce the guest 's decision to stay at the property and thank the guest for his or
her business. It is essential for reservations

Organisation Behavier
MOTIVATION IN WORKPLACE
Faith–based International Charity
Background
This faith–based humanitarian organisation based on the philosophy of Islam and Quran that if you
save the life of one person; you saved mankind. Therefore, it promotes humanity in its operational
areas. However, due to its identity of being an Islamic organisation, the funds are mainly generated
through Muslim philanthropists and other means such as Zakat. In essence, Islamic identity has been
the motivating factor for generating the resources for programmes to help Muslims rather than
employee motivation.
Challenges
After the earthquake of 2005 in Pakistan, it faced, like many other humanitarian organisations, two
types of challenges. One was how to ... Show more content on Helpwriting.net ...
One: when a blasphemy case was registered against the leader and second when he died. However
in both cases, the management was able to help recover the staff from these shocks. Staff turnover
has been reported to be 0%
Strategies
While discussing how the management keeps the motivation high, staff mentioned two important
factors of staff motivation, namely, the decentralization of their management structure and enhanced
recruitment and on–job learning processes.
Lessons
Recruitment process must be "clean", and there must be continual development and grooming of
staff (including the senior management). "A healthy organisation is a learning organisation."
International Non Government Organisation
Background
It is an international development charity that works through volunteers. It is one of the largest
organisations in the world which facilitates volunteers to work in developing countries on various
social and development issues. Currently, it is working with 2,000 skilled professionals in over 40
countries. Challenges
The organisation temporarily closed its operations in Pakistan in 2001–2003 due to security reasons
after 9/11. However, it retained some administration

Role Et Evolution Des Achats En Entreprise
Partie 1 : Partie théorique
I – Historique, rôle et évolution des achats en entreprise
Historique bref de l'émergence du métier d'acheteur
Acheteur est aujourd'hui une des nombreuses fonctions présentes dans de plus en plus d'entreprises.
Cependant cette profession reste récente. Il est donc intéressant de rappeler son histoire et son
évolution jusqu'à aujourd'hui.
Histoire des achats (tableau provenant de l'ouvrage : « The Definitive Guide to Supply Management
and Procurement » écrit par le Council of Supply Chain Management Professionals et Wendy L.Tate
en 2013 ) :
Période Statut de la profession
Fin années 1890 Les achats sont rarement représentés comme un département propre, sauf dans
l'industrie des chemins de fer
Début années 1900 Les achats sont considérés comme une profession à part entière
Première et seconde guerre mondiale La fonction achat commence à devenir essentielle en raison de
l'importance d'obtenir des matières premières, des services et des fournitures, afin de maintenir les
mines et les usines en fonctionnement.
Années 1950 et 1960 La fonction continue à gagner en stature, les processus professionnels
commencent à devenir plus techniques et qualifiés. Cela reste encore une profession de support.
Fin années 1960 et début année 1970 Le département achat devient plus important grâce à la mise
en place de matériaux plus techniques et essentiels dans les entreprises.
Années 1970 Grosse concentration des entreprises sur le pétrole et les pénuries de

Conflict in Organisations
To what extend do you accept the view that conflict is an inevitable feature of management and
organizational behaviour? Suggest how management can attempt to avoid the harmful effects of
conflict.
Introduction
All organizations, by their very nature, have built in conflicts Conflict is seen as an inherent feature
of organisations and induced, in part, by the very structure of the organisation. The causes might
stem from individual characteristics, interpersonal factors, communications, behavior, structure and
previous interactions.
"Conflict, per se, is not necessarily good or bad but an inevitable feature of organisational life and
should be judged in terms of its effects on performance. Even if organisations have taken great care
to ... Show more content on Helpwriting.net ...
Ambiguity – the ambiguous purposes and objectives, the imprecision in establishing tasks, authority
and responsibility of some jobs and compartments, lack of clarity in transmitting decisions or the
deformed presentation of reality are causes of conflict at TRB. Management sets unclear policies.
These can cause much argument, confusion and wasted resources. When rules and standards are also
inequitably applied e.g. one set for management and another for the workers, the credibility of
management regarding its value system can be significantly undermined. At TRB, the policy states
that work starts at 0700hrs. Some managers adhere to this policy together with the bulk of the
employees, but others do not. The earliest that they are seen at work is at 0745hrs. No action is taken
against them, but if lower level would dare to do the same, they will suffer the consequences.
Interdependent work activities: Wherever the input to one process is dependent on the output from
another before the finished product is complete, the potential for conflict is high. The Accounts
Department at TRB depends on the stock take figures that the Business Development Department
among other departments submit at the end of each month. How, BD personnel have their own
priorities that occupy them. The BD team may not particularly be aware of Accounts' deadlines and
as such the moment Accounts tries to hasten their stock take process, and a conflict arises.
Unclear job boundaries: These

The Shanghai Cooperation Organisation ( Sco ) Covers More...
The Shanghai Cooperation Organisation (SCO) covers more than three fifths of the Eurasian
landmass and represents one fourth of the world population. In that sense it is the biggest security
organisation in the world next to the UN (Oldberg 2007:13). The SCO is also the only international
security organisation where China is a member and the US is not. Central Asia is at the centre of the
organisation both in a geographical and political sense.
Central Asia is a place where the strategic interests of the world powers intersect. External factors
sustain political, military, and to a large extent economic stability in the region. Russia, the West,
and China act as the main outside stabilizers. World and regional powers actively defend their
military–political and economic interests in Central Asia (Baizakova 2013:59).
Under the impact of globalisation the need of cooperation in the realm of security has become all the
more important. If the Central Asian Countries prove incapable of conducting a coordinated policy
in relation to the outside world, they risk losing their strategic position that has been acquired in
recent years in international politics.
Security cooperation in the region takes place within the framework of certain multilateral
institutions, including through the Shanghai Cooperation Organization. The organisation has shown
flexibility and adaptiveness by its rapid growth, the creation of new institutions and broadening
agenda. It serves as a useful forum

Organisation and Management on Ubisoft
UBISOFT REPORT
1. Introduction
1.1 The purpose of this report is to identify and show knowledge of Henri Fayols study on
management. The study of management is about planning, organising, motivation and control. This
report will discuss how technology can cause problems or assist managers in each of Henri Fayols
study of management areas within Ubisoft. 1.2 Ubisoft was created in 1986 by five brothers Claude,
Michel, Yves, Gérard and Christian Guillermots. Ubisoft is a publisher and distributor of educational
software and video games and is the second largest force in video game creation worldwide. Ubisoft
has distribution subsidiaries present in 21 countries and ensure the distribution of products in more
than 50.
2. ... Show more content on Helpwriting.net ...
The most influential causes of change will come from environmental, cultural, political and
technological changes.
2.3 Organising
Organisations must organise a structure so that their objectives can be achieved. A company will
have different departments and procedures with each one having a special function. All of these
organised departments and procedures are linked so the company can run efficiently. For many
organisation this can be very complex has they will have offices in international countries around
the world.
2.3.1 With Ubisoft they have 29 production sites around the world. There production is organised
into business units and act as service providers for the group 's design and marketing teams. They
have 24 marketing subsidiaries located in 21 countries. Ubisoft also have organised administrative
and Internet teams.
2.3.2 Ubisoft has different production, marketing, administrative and Internet teams in different
countries. As each department uses different IT systems, managers have an initial problem of
whether the IT centres should be centralised or decentralised. Centralisation has its advantages as it
offers a rapid system response, it can save money through avoidance of duplicated activities and

offers better security. Its disadvantages include if the central unit fails then the entire system will
collapse and they might lose touch with the goals of major IT departments.

The Changing Nature Of Organisations
Assessment 1 – Identifying Organisational Change
Abstract
This report investigates the changing nature of organisations, the impact organisational culture has
on projects, as well as the management of multiple diverse stakeholders. The discussion explores
frameworks and methodologies and how it can be used effectively within corporations to minimize
disruption and gain maximum acceptance from key decision makers. This is achieved by examining
the requirements for delivering a successful project and taking a closer look at the impact of culture
within the enterprise. The argument is extended to include the implications on stakeholders and
project team management that results from these changes.
Table of Contents
Abstract 2
Introduction 3
Figure 1. System Dynamics related to Certainty and Agreement (Parsons, B 2010) 3
Manage Organisational Change 4
Figure 2. Organisation Change Maturity Levels (Perkins, C 2012) 5
Keys to Project Success 5
Figure 3. The three pillars of project success (Bourne, L 2007) 5
Figure 4. Stakeholder identification and management 6
Figure 5. Stakeholder Prioritisation Qaudrant (Beise, S 2012) 6
Figure 6. Output example of the Stakeholder Circle tool (Bourne, L 2007) 7
Declare the "New Normal" 8
Figure 7. The Future as a Declaration (Beise, S 2012) 8
Deployment of Service Desk SaaS Solution 8
Conclusion 9
Reference List 9
Introduction
The purpose of this report is to identify organisational change and its impact on key decision makers
within the

Date: 10th of May
Programme: HND/HNC Business Pathways
Unit Code: HNBS 103 Organisations and Behaviour
Introduction
The aim of this report is to compare and contrast different organisational structures and cultures
within businesses, observe how the relationship between an organisations structure and culture can
impact the performance of the business. Discussing individual approach to the business
environment. Comparing different approaches to management and leadership in organisations.
Organisational structure works within an organisational culture. The two are very much connected.
Organisational structure will deal with the set up of the culture. Organizational structure is the
framework of task and authority relationships ... Show more content on Helpwriting.net ...
Leadership has to be clarified, expressed and put into action. Not just once per month or quarter, but
every moment of the day. Has to be who sets the example, which makes sure things get done, who
makes sure things are done right, and who sets expectations for the entire business, which is in
charge.
Gordon believes it will be his menu that people come to taste. He's use a responsive democratic
style by evaluating requirements for skills and training. For him the employees makes they susses,
they only recruiting the best people high experience, offer an exciting learning environment in our
dedicated skills centre and a range of formal learning opportunities. Investing in the development of
all staff in order to grow talent within the company and move the business forward.
Pret a Manger a manager's role is demanding! One minute they're accountants, the next sergeant
majors, then they're psychiatrists, five minutes later they're nannies, trainers, IT specialists, firemen,
first aiders and entrepreneurs. At Pret we are respectful of this. We have created a 'recipe' for our
shops, so that each of our managers knows which "ingredients" they should be working with to run a
successful Pret shop.
They employ many different nationalities and value the cosmopolitan feel this gives the company.
Recruit inexperienced staff and invest in train and develop. Pret plans

Approaches to Organisation and Management
2
APPROACHES TO ORGANISATION AND
MANAGEMENT
Organisational behaviour is a discursive subject and much has been written about it. The study of
organisations and management has therefore to proceed on a broad front. It is the comparative study
of the different approaches that will yield benefits to the manager. The study of organisations, their
structure and management is important for the manager. Identification of major trends in
management and organisational behaviour, and the work of leading writers, provide a perspective on
concepts and ideas discussed in more detail in other chapters.
Learning outcomes
After completing this chapter you should be able to:
■ identify major trends in the development of organisational ... Show more content on
Helpwriting.net ...
This is a surprising oversight when you consider that many of his plays deal with issues of personnel
management and organizational behavior.5
However, the systematic development of management thinking is viewed, generally, as dating from
the end of the nineteenth century with the emergence of large industrial organ– isations and the
ensuing problems associated with their structure and management.6 In order to help identify main
trends in the development of organisational behaviour and management theory, it is usual to
categorise the work of writers into various 'approaches', based on their views of organisations, their
structure and management. Although a rather simplistic process, it does provide a framework in
which to help direct study and focus atten– tion on the progression of ideas concerned with
improving organisational

Organisation Culture
Introduction Social scientists and researchers delved into the idea of organisational culture as an
important component of organisational theory in the past. Brown (1998) identified four different
sources of organisational culture which stems from climate research, national cultures, human
resources management, and from conviction approaches. This piece of work critically evaluates
organisational cultures in the Early Years settings. The first part looks at the theoretical background
to the evolution of organisational culture its importance and types. The second part examines the
link between leadership, organisation culture and change management with analysis from
experience as an EYP. It also looks at key factors that influence ... Show more content on
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In such organizations individuals with common interests and specializations come together to form a
team. There are generally four to five members in each team. In such a culture every team member
has to contribute equally and accomplish tasks in the most innovative way. Person Culture There are
certain organizations where the employees feel that they are more important than their organization.
Such organizations follow a culture known as person culture. In a person culture, individuals are
more concerned about their own self rather than the organization. The organization in such a culture
takes a back seat and eventually suffers. Employees just come to the office for the sake of money
and never get attached to it. They are seldom loyal towards the management and never decide in
favour of the organization. One should always remember that organization comes first and
everything else later. Role culture Role culture is a culture where every employee is delegated roles
and responsibilities according to his specialization, educational qualification and interest to extract
the best out of him. In such a culture employees decide what best they can do and willingly accept
the challenge. Every individual is accountable for something or the other and has to take ownership
of the work assigned to him. Power comes with responsibility in such a work culture. Organisation
Culture as evidenced in Early Years Setting From the above discussions so far

The Postmodern Organisation
The postmodern organisation. Introduction The millennial generation is the technologically savvy
people born between 1982 and 2002. This group of people are anticipated to take over from the
infamous Baby Boomers. The millennial generation This generation is best described as the first to
try out new technologies that are on the market. They will usually own more than one smart phone,
an example would be an Iphone, Blackberry or even a Samsung. They don't just stop at smart
phones it also overlaps onto gaming consoles like the Play Station, Nintendo and Xbox. There is the
use of Ipads and life pads in the lives of the Millennial generation, this is because they there is
constant movement and an internet connection is vital. In these devices they can move around on
different interfaces, e.g. being on your smart phone and checking your emails while you chat on
BBM and Facebook–multi tasking on all their various social networks. According to Pew Social
Trends 2010 Millennials' "technological exceptionalism is chronicled throughout the survey. It's not
just their gadgets–it's the way they've fused their social lives into them." Expectations of the
millennial generation The attitudes and behaviours of the millennial generation is that they are much
more tolerant and accepting than the generations before them on a broad spectrum of issues such as
HIV/AIDS, being more open about ones sexuality and being different. Generation Y is more
adaptable to change as well so

SCHOOL OF INTERNATIONAL EDUCATION OF NANJING UNIVERSITY OF SCIENCE AND
TECHNOLOGY IMPORTANT: YOUR ASSIGNMENT WILL NOT BE ACCEPTED FOR
ASSESSMENT WITHOUT THE COVERING SHEETS! BTEC HNC/HND
PROGRAMME:Organisations and Behaviour |UNIT NO. 3 |Unit level:H1 | |UNIT TITLE
ORGANISATIONS AND BEHAVIOUR |ASSIGNMENT NO. 1 | TO BE COMPLETED BY THE
STUDENT: NAME OF STUDENT:(Chinese)_______________________ (Pin
Yin)_______________________ (English)___________________________ HANDOUT DATE:
___2012/12/11______________ HAND IN DATE: ... Show more content on Helpwriting.net ...
| |D2 |Take responsibility for managing and organising activities | Tasks |Assignment Tasks: |Criteria:
| |1 |1.1,1.2,2.1,2.2,2.3 | |2 |1.3 ,3.1,3.2 ,3.3,4.1,4.2,4.3 | ASSIGNMENT REQUIREMENTS:
Guidelines for Presentation This is an individual assignment; all assignments must be word–
processed using Times New Roman(12 point )and line space 1.5; 1000–1500 words are required; a
word account is required at the end of the essay; Secondary sources should be acknowledged using
the Harvard referencing system. Plagiarism is an academic offence! The contents of this assignment
must be your own work. Where you refer to ideas other than your own you must acknowledge this
by appropriate referencing. ASSIGNMENT BRIEF Scenario 1 As a student in business, you are
seeking a work experience company in order to develop your future skill and knowledge in
management role. The senior manager of the company you have selected want to know your current
knowledge about organizational behaviour. So he asked you to give a written presentation to
demonstrate your skill

People and Organisations
UNIVERSITY OF
BUSINESS MANAGEMENT
PEOPLE & ORGANISATIONS
AMAZING WORLD OF FUN
(Word Count 1124)
Student Number: Version 1.1 May 2011
Table of Contents
Contents
1 Introduction
2 The Current Problems Facing AWF
3 Analysis of Motivational Differences within the Organisation
4 Discussing Different Motivational Theories & How they affect the groups within AWF
5 Future Motivational Strategies
6 Conclusion
7 Bibliography/esources
8 Appendices
2. Introduction:
What Is Motivation?
Motivation comes in many different forms and can affect people very differently. I found this to be
the clearest definition of motivation:
"Motivation is a psychological process and it ... Show more content on Helpwriting.net ...
She seems uninformed. The Case Study also shows she has an unwillingness to listen to colleagues'
views or opinions. There is no clear line of communication between the other managers and herself.

She seems to feel as though she has full control over all aspects of the park which therefore
undermine the other staff as they feel their position is being compromised. This shows role
ambiguity as members of staff are unclear as to what their role involves.
The lines of communication within a business are very important and can be the difference between
success and failure. Poor lines of communication mean that when there are any tasks to be
distributed or important messages to be delivered, this may not be done in an effective or efficient
way. Job characteristics theory From studying the case study it does not completely show the entire
hierarchy within Amazing World of Fun. We can see however an underlying problem with confusing
levels of authority. This therefore links to the job characteristics theory, as this states that
meaningfulness, responsibility and knowledge of results within the organisation lead to work
motivation and general satisfaction. This would be a non–financial move by the company to
restructure the hierarchy to ensure there is a direct link from manager to workers.
1 Analysis of Motivational Differences within the Groups of the Organisation * Department |
Problem | Motivator | Animal Assistants |

Notes On Les Conservation Des Ressources
Chapitre 1 : les pratiques courantes des ressources humaines :
A. L'acquisition des ressources humaines
1) L'analyse des emplois
L'analyse des emplois consiste à réunir, classifier et évaluer l'ensemble des données relatives à ce
qu'effectuent les personnes affectées vers des postes biens définis.
2) Le recrutement
La démarche de recrutement est un élément primordial de la gestion des ressources humaines car
elle a des conséquences importantes sur l'efficacité et la performance de l'entreprise
Le recrutement vise à accroître la capacité de l'entreprise de répondre à la demande et identifier les
besoins présents et futurs de l'entreprise en ce qui concerne le recrutement avec la participation des
responsables chargée de la planification des ressources humaines et de l'analyse des besoins.
Le mécanisme de recrutement est composé d'un certain nombre des étapes à suivre afin d'obtenir un
recrutement efficace : Figure 1 : les étapes de recrutement.
B. La conservation des ressources humaines
1) La rémunération
La rémunération peut être définie comme l'ensemble des allocations monétaire ou en nature
octroyées au personnel en contre partie de son travail ou de son appartenance à l'entreprise.
Un bon système de rémunération repose sur 4 critères à savoir : Figure 2 : les critères d'un bon
système de rémunération.
2) La gestion des carrières
La gestion des carrières est un acte qui appartient à la gestion prévisionnelle, elle consiste à
planifier, organiser, mettre en

Introduction To Management &Amp; Organisations

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