This document explains the basic concepts, nature and types of an organization, organizational goals and their features, reasons for shift in the organizational goals, goal formulation process, approaches and problems and the changing perspectives about an organization.
This document provides an overview of basic management concepts and industrial organization. It discusses the definitions, functions, and levels of management. The five main functions of management are planning, organizing, staffing, leading, and controlling. Planning involves determining goals and methods for achieving them. Organizing is building an organizational structure to execute plans. Staffing involves selecting and developing personnel. Leading involves motivating employees to achieve goals. Controlling monitors performance to ensure goals are met. Management occurs at three levels - top management sets policies, middle management executes plans, and lower management oversees operations. An organizational structure determines how authority and communication flow within a company.
This document outlines the process and objectives of conducting an organizational capacity assessment for Preston Healthcare Consulting Ltd. It begins with definitions of key terms like capacity, performance, motivation, and external environment. It then describes the eight components of organizational capacity and factors that characterize performance. Motivation is discussed in terms of an organization's history, mission, culture, and incentives. The external environment and its six components are also outlined. The document concludes with an explanation of the five-step organizational capacity assessment process, including defining needs and objectives, planning, identifying capacity areas, defining indicators, and preparing assessment tools.
This chapter discusses key concepts in management including defining management and necessary managerial skills. It explains the importance of vision and ethics in guiding an organization. Various types of planning are described including strategic, tactical, and operational planning. The strategic planning process is outlined. Decision making and different leadership styles are contrasted. The meaning and impact of corporate culture on an organization is defined. Various forms of departmentalization and organizational structures are identified.
The document provides information on strategies, policies, strategic management, and developing vision and mission statements for organizations. It discusses that strategy is an action to achieve goals, while policy guides actions. Strategic management involves environmental scanning, strategy formulation, implementation, and evaluation. Developing a strong vision and mission is important, with the vision being future-oriented and inspiring, and the mission describing the current purpose and objectives. Key steps for writing effective vision and mission statements are identified.
This document outlines the mission, philosophy, and objectives of an organization. It begins by defining planning and its importance. It then discusses the hierarchical model of planning, including the mission and vision statement, value statement, goals, policies, rules, projects, and procedures. The document defines the mission statement and its purpose, elements, and characteristics. It also discusses the formulation of mission statements and objectives, including their importance, features, classification, and examples.
This document discusses organizational development (OD) techniques. It defines OD as a planned, systematic process of organizational change based on behavioral science research and theory, with the goal of creating adaptive organizations capable of transformation. Some key OD techniques discussed include survey and feedback, process consultation, sensitivity training, the managerial grid, quality circles, team building, and management by objectives. The document provides brief descriptions of each technique and how they are used in OD.
This document provides an overview of basic management concepts and industrial organization. It discusses the definitions, functions, and levels of management. The five main functions of management are planning, organizing, staffing, leading, and controlling. Planning involves determining goals and methods for achieving them. Organizing is building an organizational structure to execute plans. Staffing involves selecting and developing personnel. Leading involves motivating employees to achieve goals. Controlling monitors performance to ensure goals are met. Management occurs at three levels - top management sets policies, middle management executes plans, and lower management oversees operations. An organizational structure determines how authority and communication flow within a company.
This document outlines the process and objectives of conducting an organizational capacity assessment for Preston Healthcare Consulting Ltd. It begins with definitions of key terms like capacity, performance, motivation, and external environment. It then describes the eight components of organizational capacity and factors that characterize performance. Motivation is discussed in terms of an organization's history, mission, culture, and incentives. The external environment and its six components are also outlined. The document concludes with an explanation of the five-step organizational capacity assessment process, including defining needs and objectives, planning, identifying capacity areas, defining indicators, and preparing assessment tools.
This chapter discusses key concepts in management including defining management and necessary managerial skills. It explains the importance of vision and ethics in guiding an organization. Various types of planning are described including strategic, tactical, and operational planning. The strategic planning process is outlined. Decision making and different leadership styles are contrasted. The meaning and impact of corporate culture on an organization is defined. Various forms of departmentalization and organizational structures are identified.
The document provides information on strategies, policies, strategic management, and developing vision and mission statements for organizations. It discusses that strategy is an action to achieve goals, while policy guides actions. Strategic management involves environmental scanning, strategy formulation, implementation, and evaluation. Developing a strong vision and mission is important, with the vision being future-oriented and inspiring, and the mission describing the current purpose and objectives. Key steps for writing effective vision and mission statements are identified.
This document outlines the mission, philosophy, and objectives of an organization. It begins by defining planning and its importance. It then discusses the hierarchical model of planning, including the mission and vision statement, value statement, goals, policies, rules, projects, and procedures. The document defines the mission statement and its purpose, elements, and characteristics. It also discusses the formulation of mission statements and objectives, including their importance, features, classification, and examples.
This document discusses organizational development (OD) techniques. It defines OD as a planned, systematic process of organizational change based on behavioral science research and theory, with the goal of creating adaptive organizations capable of transformation. Some key OD techniques discussed include survey and feedback, process consultation, sensitivity training, the managerial grid, quality circles, team building, and management by objectives. The document provides brief descriptions of each technique and how they are used in OD.
01-Introduction to Basic Concepts of Management.pptHabibullah Qayumi
Management involves coordinating people's activities to achieve organizational goals. The four basic management functions are:
1) Planning - setting goals and strategies,
2) Organizing - arranging human and material resources,
3) Leading - directing and motivating people, and
4) Controlling - monitoring performance and ensuring goals are met.
These functions work together, with planning establishing goals, organizing allocating resources, leading guiding people's work, and controlling ensuring standards are achieved. Effective management balances all four functions to coordinate an organization's activities.
This document discusses strategic planning and management. It begins by recapping the four basic managerial functions of planning, organizing, leading, and controlling. It then expands on the planning function, explaining that there are both short-term operational plans and long-term strategic plans. Strategic planning involves setting goals, developing strategies to achieve those goals, and determining tactics. The key elements of strategic management are strategic formulation, implementation, and evaluation. Strategic analysis is a critical part of the process and involves assessing the organization's vision, mission, values, and internal and external environments.
This chapter discusses organizational goals and effectiveness in public organizations. It covers different models that have been used to assess effectiveness, including goal models, resource models, and stakeholder satisfaction models. The chapter notes that goals in public organizations tend to be more vague than in private firms. It also discusses challenges in measuring effectiveness, such as conflicting goals and the difficulty converting goals into measurable outcomes. Finally, it addresses issues with comparing public and private sector effectiveness.
MBO (Management by Objectives) is a process introduced by Peter Drucker in 1954 where managers and subordinates jointly define goals, responsibilities, and measures for evaluating performance. The key aspects of MBO include participative goal setting, regular performance reviews, and rewarding employees based on goal achievement. MBO aims to align individual and organizational objectives to improve communication, motivation, and results. The process involves defining organizational goals, setting objectives for employees, monitoring performance, providing feedback, and conducting performance appraisals on a recurring basis.
The document discusses key concepts and fundamentals of management including definitions of management, management functions, management styles, and social responsibility. It defines management as the process of planning, organizing, directing, and controlling organizational resources and human capital. The main functions of management are identified as planning, organizing, staffing, directing, and controlling. Different management styles such as authoritarian, democratic, and laissez-faire are explained. Finally, the concepts of social responsibility, its dimensions and importance, as well as the responsibilities of businesses towards various stakeholder groups are outlined.
This document discusses various aspects of human resource planning such as career planning and development, succession planning, and potential appraisal and development. It provides details on the meaning and process of career planning, management, and development. It also outlines the need for career planning, steps involved in establishing a career development system, advantages for individuals and organizations, and limitations. Succession planning and potential appraisal are also defined along with best practices.
The document discusses management concepts related to construction projects. It defines construction management as using project management techniques to oversee construction projects from start to finish. It describes the functions of construction management including planning, cost management, time management, quality management, and contract administration. It also discusses the typical participants in construction projects like owners, design professionals, construction professionals, and project managers. Finally, it covers topics like construction planning and scheduling, project organization, and types of construction projects.
This document discusses human resource planning, specifically career planning and development, succession planning, and potential appraisal. It covers the meaning, components, need for, and process of career planning. The advantages for both individuals and organizations are outlined. Succession planning involves preparing a management staffing plan and developing potential appraisals to inform employees and organizational planning. Potential is evaluated using factors like conceptual effectiveness, operational effectiveness, interpersonal effectiveness, and achievement motivation.
This document discusses key concepts related to planning and organizing. It begins by defining planning as deciding in advance what to do, how to do it, when to do it, and who will do it. The document then covers types of plans like strategic, operational, short and long-term plans. It also discusses steps in planning like setting objectives, identifying alternatives, and selecting a course of action. The document then defines organizing and discusses the organizing process which includes identifying and dividing work, departmentalization, assigning duties, and establishing reporting relationships. It also covers organization structure, types of organization structures like formal and informal, and concepts like span of control, authority, responsibility, and delegation.
This document discusses human resource development (HRD) including its key concepts, features, importance, relationship to human resource management, mechanisms, process, outcomes, matrix, interventions, roles of HRD professionals, and competencies required. Some of the main points covered include:
- HRD aims to increase employee knowledge, capabilities and attitudes at all levels through acquiring skills for present and future roles.
- It emphasizes developing human resources and their capabilities for mutual benefit of employees and organization.
- HRD mechanisms include training, performance management, career planning, and organizational development.
- The HRD process involves need assessment, program design, implementation and evaluation.
- Effective HRD leads to outcomes like competent employees, commitment
This document discusses organizational change and organizational development (OD). It defines OD as using behavioral science to improve organizations and the people within them through planned change. The goals of OD programs are to improve individual, team, and organizational functioning and teach members to continuously improve. OD deals with issues like low morale, productivity and quality. It also discusses forces for change, planned vs unplanned change, and resistance to change. Models for change including Lewin's three-step model and Kotter's eight-step model are explained. Finally, the document discusses quality work life, including definitions, benefits, and ways to improve it by addressing work life issues, improving commitment, and using quality work life teams.
Management by Objectives (MBO) is a process where managers and their subordinates create clear objectives for subordinates that align with organizational goals. The MBO process involves setting organizational goals, defining employee objectives, monitoring performance, providing feedback, and conducting performance reviews. MBO aims to improve communication, motivate employees, and assess performance through the use of specific, measurable goals.
MBO (Management by Objectives) is a process introduced by Peter Drucker in 1954 where managers and subordinates jointly define goals, responsibilities, and measures for evaluating performance. The key aspects of MBO include participative goal setting between superiors and subordinates, periodic performance reviews, and rewarding employees based on goal achievement. MBO aims to align individual objectives with organizational goals to improve communication, motivation, and results.
MBO (Management by Objectives) is a process introduced by Peter Drucker in 1954 where managers and subordinates jointly define goals, responsibilities, and measures for evaluating performance. The key aspects of MBO include participative goal setting between superiors and subordinates, periodic performance reviews, and rewards based on goal achievement. MBO aims to align individual objectives with organizational goals to improve communication, motivation, and results.
Management by Objectives (MBO) is a process introduced by Peter Drucker in 1954 where managers and subordinates jointly define goals, responsibilities, and measures for evaluating performance. The key aspects of MBO include participative goal setting between superiors and subordinates, periodic performance reviews, and rewarding individuals based on achieving objectives. MBO aims to align individual goals with organizational goals to improve communication, motivation, and results.
3. BAYYA,SHERYLL C.Organizing and School Organization.pptxSheryllBayya2
Organizing is the management function of developing an organizational structure and allocating resources to accomplish objectives. It involves designing jobs, departments, and hierarchies while coordinating efforts. The document discusses organizing in schools, which refers to how schools arrange time, space, personnel, and physical/human resources for optimal student learning. The goals of school organizing are all-round student development and following procedures to achieve educational aims through democratic and flexible principles.
Management involves planning, organizing, leading, and controlling organizational resources and activities to achieve goals. It is defined as the art of getting work done through others. Key functions of management include planning, organizing, staffing, directing, coordinating, reporting and budgeting. Management differs from administration in that administration determines overall policy while management focuses on executing policy. Effective management is important for organizations as it allows them to accomplish goals, utilize resources efficiently, coordinate activities, tackle problems, and adapt to changes.
MANAGEMENT- DEFINITION, OBJECTIVES,CHARACTERISTICS AND FUNCTIONAMALDASKH
Management involves planning, organizing, leading, and controlling organizational resources and activities to achieve goals. It is the process of coordinating human and material resources efficiently to achieve defined objectives. Key functions include planning, organizing, staffing, directing, coordinating, motivating and controlling. Management aims to effectively utilize resources and accomplish group objectives through organized and coordinated team efforts. Administration determines overall policy and objectives, while management focuses on executing policy and achieving objectives.
Chap 2 Introduction to the management.pdfKushal877570
Introduction to basic management concepts and definitions, features, functions and principles. Managerial hierarchy and different types of managers. Managerial skills, Henry Mintzberg's managerial roles. Changing roles of management. Management careers and emerging challenges in management
This document provides an overview of strategic planning for boards. It defines strategic planning as a deliberative process to make fundamental decisions that guide an organization. The key components of strategic planning include developing a mission, values, vision, and SWOC analysis. Goals and objectives are created at the strategic, tactical, and operational levels. An implementation plan and monitoring system are also important parts of the strategic planning process. The overall process helps organizations address challenges and enhances learning to effectively achieve their missions.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Contenu connexe
Similaire à Chapter 1 - The Nature of Organizations.pdf
01-Introduction to Basic Concepts of Management.pptHabibullah Qayumi
Management involves coordinating people's activities to achieve organizational goals. The four basic management functions are:
1) Planning - setting goals and strategies,
2) Organizing - arranging human and material resources,
3) Leading - directing and motivating people, and
4) Controlling - monitoring performance and ensuring goals are met.
These functions work together, with planning establishing goals, organizing allocating resources, leading guiding people's work, and controlling ensuring standards are achieved. Effective management balances all four functions to coordinate an organization's activities.
This document discusses strategic planning and management. It begins by recapping the four basic managerial functions of planning, organizing, leading, and controlling. It then expands on the planning function, explaining that there are both short-term operational plans and long-term strategic plans. Strategic planning involves setting goals, developing strategies to achieve those goals, and determining tactics. The key elements of strategic management are strategic formulation, implementation, and evaluation. Strategic analysis is a critical part of the process and involves assessing the organization's vision, mission, values, and internal and external environments.
This chapter discusses organizational goals and effectiveness in public organizations. It covers different models that have been used to assess effectiveness, including goal models, resource models, and stakeholder satisfaction models. The chapter notes that goals in public organizations tend to be more vague than in private firms. It also discusses challenges in measuring effectiveness, such as conflicting goals and the difficulty converting goals into measurable outcomes. Finally, it addresses issues with comparing public and private sector effectiveness.
MBO (Management by Objectives) is a process introduced by Peter Drucker in 1954 where managers and subordinates jointly define goals, responsibilities, and measures for evaluating performance. The key aspects of MBO include participative goal setting, regular performance reviews, and rewarding employees based on goal achievement. MBO aims to align individual and organizational objectives to improve communication, motivation, and results. The process involves defining organizational goals, setting objectives for employees, monitoring performance, providing feedback, and conducting performance appraisals on a recurring basis.
The document discusses key concepts and fundamentals of management including definitions of management, management functions, management styles, and social responsibility. It defines management as the process of planning, organizing, directing, and controlling organizational resources and human capital. The main functions of management are identified as planning, organizing, staffing, directing, and controlling. Different management styles such as authoritarian, democratic, and laissez-faire are explained. Finally, the concepts of social responsibility, its dimensions and importance, as well as the responsibilities of businesses towards various stakeholder groups are outlined.
This document discusses various aspects of human resource planning such as career planning and development, succession planning, and potential appraisal and development. It provides details on the meaning and process of career planning, management, and development. It also outlines the need for career planning, steps involved in establishing a career development system, advantages for individuals and organizations, and limitations. Succession planning and potential appraisal are also defined along with best practices.
The document discusses management concepts related to construction projects. It defines construction management as using project management techniques to oversee construction projects from start to finish. It describes the functions of construction management including planning, cost management, time management, quality management, and contract administration. It also discusses the typical participants in construction projects like owners, design professionals, construction professionals, and project managers. Finally, it covers topics like construction planning and scheduling, project organization, and types of construction projects.
This document discusses human resource planning, specifically career planning and development, succession planning, and potential appraisal. It covers the meaning, components, need for, and process of career planning. The advantages for both individuals and organizations are outlined. Succession planning involves preparing a management staffing plan and developing potential appraisals to inform employees and organizational planning. Potential is evaluated using factors like conceptual effectiveness, operational effectiveness, interpersonal effectiveness, and achievement motivation.
This document discusses key concepts related to planning and organizing. It begins by defining planning as deciding in advance what to do, how to do it, when to do it, and who will do it. The document then covers types of plans like strategic, operational, short and long-term plans. It also discusses steps in planning like setting objectives, identifying alternatives, and selecting a course of action. The document then defines organizing and discusses the organizing process which includes identifying and dividing work, departmentalization, assigning duties, and establishing reporting relationships. It also covers organization structure, types of organization structures like formal and informal, and concepts like span of control, authority, responsibility, and delegation.
This document discusses human resource development (HRD) including its key concepts, features, importance, relationship to human resource management, mechanisms, process, outcomes, matrix, interventions, roles of HRD professionals, and competencies required. Some of the main points covered include:
- HRD aims to increase employee knowledge, capabilities and attitudes at all levels through acquiring skills for present and future roles.
- It emphasizes developing human resources and their capabilities for mutual benefit of employees and organization.
- HRD mechanisms include training, performance management, career planning, and organizational development.
- The HRD process involves need assessment, program design, implementation and evaluation.
- Effective HRD leads to outcomes like competent employees, commitment
This document discusses organizational change and organizational development (OD). It defines OD as using behavioral science to improve organizations and the people within them through planned change. The goals of OD programs are to improve individual, team, and organizational functioning and teach members to continuously improve. OD deals with issues like low morale, productivity and quality. It also discusses forces for change, planned vs unplanned change, and resistance to change. Models for change including Lewin's three-step model and Kotter's eight-step model are explained. Finally, the document discusses quality work life, including definitions, benefits, and ways to improve it by addressing work life issues, improving commitment, and using quality work life teams.
Management by Objectives (MBO) is a process where managers and their subordinates create clear objectives for subordinates that align with organizational goals. The MBO process involves setting organizational goals, defining employee objectives, monitoring performance, providing feedback, and conducting performance reviews. MBO aims to improve communication, motivate employees, and assess performance through the use of specific, measurable goals.
MBO (Management by Objectives) is a process introduced by Peter Drucker in 1954 where managers and subordinates jointly define goals, responsibilities, and measures for evaluating performance. The key aspects of MBO include participative goal setting between superiors and subordinates, periodic performance reviews, and rewarding employees based on goal achievement. MBO aims to align individual objectives with organizational goals to improve communication, motivation, and results.
MBO (Management by Objectives) is a process introduced by Peter Drucker in 1954 where managers and subordinates jointly define goals, responsibilities, and measures for evaluating performance. The key aspects of MBO include participative goal setting between superiors and subordinates, periodic performance reviews, and rewards based on goal achievement. MBO aims to align individual objectives with organizational goals to improve communication, motivation, and results.
Management by Objectives (MBO) is a process introduced by Peter Drucker in 1954 where managers and subordinates jointly define goals, responsibilities, and measures for evaluating performance. The key aspects of MBO include participative goal setting between superiors and subordinates, periodic performance reviews, and rewarding individuals based on achieving objectives. MBO aims to align individual goals with organizational goals to improve communication, motivation, and results.
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Organizing is the management function of developing an organizational structure and allocating resources to accomplish objectives. It involves designing jobs, departments, and hierarchies while coordinating efforts. The document discusses organizing in schools, which refers to how schools arrange time, space, personnel, and physical/human resources for optimal student learning. The goals of school organizing are all-round student development and following procedures to achieve educational aims through democratic and flexible principles.
Management involves planning, organizing, leading, and controlling organizational resources and activities to achieve goals. It is defined as the art of getting work done through others. Key functions of management include planning, organizing, staffing, directing, coordinating, reporting and budgeting. Management differs from administration in that administration determines overall policy while management focuses on executing policy. Effective management is important for organizations as it allows them to accomplish goals, utilize resources efficiently, coordinate activities, tackle problems, and adapt to changes.
MANAGEMENT- DEFINITION, OBJECTIVES,CHARACTERISTICS AND FUNCTIONAMALDASKH
Management involves planning, organizing, leading, and controlling organizational resources and activities to achieve goals. It is the process of coordinating human and material resources efficiently to achieve defined objectives. Key functions include planning, organizing, staffing, directing, coordinating, motivating and controlling. Management aims to effectively utilize resources and accomplish group objectives through organized and coordinated team efforts. Administration determines overall policy and objectives, while management focuses on executing policy and achieving objectives.
Chap 2 Introduction to the management.pdfKushal877570
Introduction to basic management concepts and definitions, features, functions and principles. Managerial hierarchy and different types of managers. Managerial skills, Henry Mintzberg's managerial roles. Changing roles of management. Management careers and emerging challenges in management
This document provides an overview of strategic planning for boards. It defines strategic planning as a deliberative process to make fundamental decisions that guide an organization. The key components of strategic planning include developing a mission, values, vision, and SWOC analysis. Goals and objectives are created at the strategic, tactical, and operational levels. An implementation plan and monitoring system are also important parts of the strategic planning process. The overall process helps organizations address challenges and enhances learning to effectively achieve their missions.
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How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
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popular canines. The French Bulldog is the new top dog in the
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1. The Nature of Organizations
Unit-1
Kushal Acharya - Herald International College 1
2. Concept of Organization
• Organization is a social system composed of people, structure and
technology for achieving common goals in dynamic environment
• In other words, organization is a human association where two or
more people come together with a certain common aim and
equipment and desire to achieve certain common goals through
planned joint effort and team work
Kushal Acharya - Herald International College 2
3. Concept of Organization
• According to W J Duncan, “ An organization is a collection of
interacting and interdependent individuals who work toward
common goals and whose relationship are determined according to a
certain structure.”
• According to S A Sharlekar and V A Sharlekar, “Organization is a
mechanism or a basic framework enabling person to work together
effectively and achieve the set goals through integrated group effort.
It is a medium for the management to exercise managerial functions.”
Kushal Acharya - Herald International College 3
4. Concept of Organization
• Therefore, organization is a certain structure in which people work
together with joint effort to achieve a common goal in a changing
environment
• Tribe, families, ethnic groups can not be organizations
Kushal Acharya - Herald International College 4
5. Characteristics of organization
• It is a human association
• It has a common goal
• There is division of work
• There is hierarchy of authority
• Flexibility/environmental adaptation
Kushal Acharya - Herald International College 5
7. Organization goals
• Goal is the expected outcome from the activities performed in the
organization, which is also the reason behind existence of the
organization
• According to A. Etzioni, “Goal may be defined as a desired state of
affairs that organizations attempt to realize.”
• According to Koontz and Weihrich, “Goals are the ends towards which
activity is aimed – they are the result to be achieved.”
Kushal Acharya - Herald International College 7
8. Purpose of goals
• To provide guideline and direction which the organizations should be
focused
• To develop good planning, as goals give a good idea about expectation,
time frame, necessary skills, technological requirements etc.
• To motivate employees, as goal is an outcome and provides an idea about
what people can achieve in future
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9. Purpose of Goals
• To utilize the resources optimally, as goal provides a precise
definition and direction of work
• To evaluate and control the organizational performance, which is
essential to ensure that the organization’s functions are working
properly and on track
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10. Types of goals
• Level wise goals:
• Corporate goals
• Mission
• Strategy
• Tactical Goals
• Operational Goals
• Time frame:
• Long term goals
• Mid term goals
• Short term goals
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11. Types of Goals: Level Wise
• Corporate Goals –
• Broad goals which cover and direct overall activities of an organization
• Always functioning by the top level management
• Represented by mission and strategy
• Mission: Mission is a statement which describe the vision of top leadership
about organization and provides reason for the existence of the organization.
“To become the best college in Kathmandu valley” can be a mission
statement for Herald College
• Strategy: It is a long term action plans which is developed in the view of the
mission of an organization
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12. Types of Goals: Level wise
• Tactical Goals
• Set to translate the strategic goals into action
• The target goals of the department formulated by department heads or
middle level managers
• Generally shorter time framed, more specifically and strongly focused. Eg:
15% increase in annual production
• Operational goals
• Unit or section level goals formulated by lower level managers
• More defined and time bound that help to achieve tactical goals
• Eg: Produce 100 units of product each day
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13. Types of Goals: Time frame
• Long term goals: 5-10 years
• Mid term goals: 2-4 years
• Short term goals: 1 year or below
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14. Features of Effective Organizational Goals
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15. Features of Effective Organizational Goals
• Specific – precise, clearly defined and easily understood by all. Eg:
10% increase in sales, instead of sales growth
• Measurable – contain detail about how particular aspects of
performance will be measured in terms of quantity and quality
• Acceptable – should be accepted and agreed by workers responsible
for achieving them and the higher management who supervise the
goal attainment
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16. Features of Effective Organizational Goals
• Realistic – all should have a faith on achievement of goal set.
Unachievable or unrealistic goals lead to excess expense and even
collapse of organization
• Time bound – clear estimation of time period for accomplishment of
goals in future.
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18. Goal formulation: approaches
• Top-down approach:
• A directive approach
• Top executives first develop the corporate goals and disseminates them to the
middle and lower level managers for implementation
• Top executives use their knowledge and experience
• Bottom-up approach:
• A participatory approach
• Functional workers formulate goals for their positions and passes to the top
level for final revision and approval
• Top level finalizes the goals on the basis of mission statement and
disseminate to lower level for its implementation
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19. Goal formulation: approaches
• Management by Objectives (MBO):
• Initially suggested by Peter Druker in 1960
• Top and bottom level management jointly formulate the goals
• Determine each individual’s major area of responsibility in terms of goals
which gives employees a sense of ownership and motivation
• Collective effort of both superior and subordinates in goal setting process is
the major advantage of MBO
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20. Goal formulation: other approaches
• Thompson and McEven’s approach –
• Suggests external environment of an organization determines the process of
formulating goals, because external environment has the potential to
influence organizational goal determination
• Managers formulate goals to establish a favorable balance with external
environment
• The more power the organization has, the more autonomy it has in
formulating goals
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21. Goal formulation: other approaches
• Thompson and McEven’s approach –
• Thompson and McEven visualized two situations:
• When organization has great deal of power in relation to the environment, organization
is free to determine its own goals and pursue them with little concern for outside factors
• When external environment forces are more powerful, managers adopt strategy of
cooperation with the environment, or the organization would be unable to get the
resources it needs to attain its goals
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22. Goal formulation: approaches
• Cyert and March’s approach –
• Suggests that the process of goals formulation is influenced by the internal
factors of an organization
• There are various types of people and groups in an organization with different
interests, aspirations, power and potential
• Any decision to change this would threaten the interest of groups and
individual, which creates problems in goal formulation. Their full commitment
is essential in goal formulation
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23. Goal formulation: approaches
• Cyert and March’s approach –
• Organizations also have precedence, past commitments, agreements, policies
and systems, and goal formulation would take into account these realities
• Organizations cannot undo these traditions overnight. So, these internal
constraints have been reconciled through bargaining and negotiations with
different interest groups and individuals
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24. Goal formulation: Process
Assigning a group
Environmental Scanning
Determining and listing potential goals
Brainstorming on potential goals
Reach consensus
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25. Goal formulation: Process
• First a group is assigned, which comprises of all levels of managers,
where top management ensures strategic part and lower level
ensures formulation of realistic and achievable goal
• Once a group is assigned, information from the internal and external
environment is gathered and analyzed. This helps to understand the
strengths and weaknesses to capitalize the opportunities and
neutralize threats
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26. Goal formulation: Process
• After doing environmental and SWOT analysis, potential goals are
formulated
• Once the potential goals are formulated, they are deeply thought in
every detail, and are discussed on their relevancy, strength, weakness
and success potential
• Next, the goals with most acceptance is selected by reaching
consensus. This helps in conflict reduction and motivation towards
goal achievement.
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27. Goal formulation: Process
• Finally, once the goals are finalized, the related activities are
determined and tasks are assigned to the individual.
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28. Problems in goal formulation
Improper
reward system
Environmental
constraint
Unwillingness
of managers
Resistance to
change
Resource
constraint
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29. Problems in goal formulation
• Improper reward system – Employees are motivated only when there
is a good relation between goal formulation and reward system
• Environmental constraint – Some environmental changes are beyond
control, and may likely force organizations to make changes in their
policies and practices. These may lead to unrealistic and faulty goals
• Unwillingness of managers – Due to lack of knowledge, experience
and confidence, managers may show unwillingness to take part in
goal setting process, or may pressurize for unrealistic or faulty goals
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30. Problems in goal formulation
• Resistance to change – Goals are formulated to achieve some changes
in current situation. However, employees and managers may resist
the changes because of fear of termination, unmatched knowledge
and new technology etc. and try to maintain status quo.
• Resource constraint – Goals are formulated on the basis of backup
resources available in the organization. However, inadequacy of such
resources may lead to unrealistic goals.
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31. Goal Succession
• The deliberate or intentional change in goal after realization of
previous goal
• A conscious attempt by the management to adapt new or modified
goals
• Example: A team is assigned to manufacture low priced car. Once the
car is manufactured as expected, the same team may be assigned to
manufacture a fuel efficient car. Here, the goal is succeeded from
manufacturing a low priced car to a fuel efficient car.
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32. Goal Succession
• Goal succession may be necessary for various reasons:
• Achievement of original goal
• Changes in external environment
• Unachievable goals
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33. Goal displacement
• An unintentional change in goal by management
• Takes place when organizational energies and resources are utilized
away from the original goal
• Example: An organization shifts business from manufacturing to
trading because of the establishment of many manufacturing
organizations and severe competition
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34. Goal displacement
• Goal displacement may occur due to various reasons:
• Too much delegation
• Personal goals or aspirations of employees over organization goals
• Organized activities of employees
• Too much bureaucracy
• Abstract goals
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35. Changing perspectives of organization
• An organization is defined and viewed differently at different time
periods
• In the past, it was considered as a people gathering place where
workers do what the employer asks them to do, and there was less or
no concern about the work and performance
• However, as the time passed by, the concept of work, workers and
workplace has gradually changed
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36. Changing perspectives of organization
• Organizations are now not only a gathering place, but also is a place
where people are embraced as an asset and help them to groom their
activities and make them competent to accept and overcome any
environmental changes
• Different view points of organization are explained in the next slide –
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37. Changing perspectives of organization
Mechanistic
viewpoint on
Organization
Organizations
as open
system
Organization
as political
system
Organization
as culture
Organization
as learning
system
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38. Changing perspectives of organization
• Mechanistic viewpoint on Organization –
• Organization is considered a machine
• Most classical theories of organization represent this view
• Believes on fixed working hours, production schedules, maintenance
schedules, financial control system, quality control system, sales target, code
of conduct, clear job description and procedures etc.
• Aim is to routinize the activities and reduce uncertainty of operations
• Ignore human aspects and their effectiveness, imagination, innovation and
creativity
• Suitable in stable environment and where there is maximum requirement of
blue collar workers
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39. Changing perspectives of organization
• Organization as an open system –
• Organization is perceived as open adaptive system
• Can be compared to an energy system which has inputs, transformation
process and outputs
• The term system is applied to any activity or any collection of facts, ideas or
principles, which are so arranged as to present a united whole
• All operations of a system will be methodical, thorough and regular, and
above all as per plan to achieve set objectives
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40. Kushal Acharya - Herald International College 40
Inputs:
a. Human
b. Financial
c. Physical
d. Information
Processing:
a. Operations
b. Management
c. Control
Outputs:
a. Product
b. Services
c. Profit
d. Information
e. Leadership
f. Efficiency
g. Social responsibility
Environment
Environment
Feedback
System view of Organization
41. Changing perspectives of organization
• Organization as a political system –
• Complex system of individual and coalitions, each having its own interest,
beliefs, values, preferences, perspectives and perception
• Coalitions continuously compete with each other for scarce organizational
resources
• Organizations are not about hierarchies and structures, but also about
internal politics that prevail in them
• Understanding and assessing organization form this perspective is important
to know its current activities and predict its behaviour
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42. Changing perspectives of organization
• Organization as culture –
• Many organizational behavior and decisions are predetermined by the
pattern of basic assumptions like beliefs, rituals and values held by the
members of organization
• Organizational culture is the means through which people in the organizations
learn and communicate what is acceptable and unacceptable, which acts as a
powerful force in influencing organizational life
• Power culture exists in small organization, role culture exists in large and
stable organizations, task culture is prevalent in job or project focused
organizations, and person culture found in organizations is individual focused
where organization is totally dependent on influential individual
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43. Changing perspectives of organization
• Organization as a learning system –
• Organization is a living and thinking open system
• Organization continuously learn from their history, experience and
environment, and adjust accordingly
• To be effective, organization has to learn and develop new capabilities on
continuous basis
• Sharing knowledge, experience and ideas are keys to achieving a learning
organization
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44. Summary
• Organizations are organized systems of two or more persons to attain
specific goals of different natures
• Goal formulation is a vital and complex function of management.
There are three main approaches: top-down, bottom up and MBO.
Other approaches are Thompson and McEvens’s approach, and Cyert
and March’s approach
• Organization goals are dynamic concepts. Changes in goals take place
because of shifts in emphasis
• The perspective and thinking about organizations have changed
considerably over the time period: from mechanistic to open learning
systems
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