What is an organisation? deliberate arrangement of people to accomplish some specific purpose distinct purpose (in terms of goals they want to accomplish) composed of people (people perform work necessary for organisation to achieve goals) all develop some deliberate structure (can be open/flexible, traditional/define rules or network of loose relationships) mediate between wider society and the individual systematically arranged frameworks that relate people, things, knowledge and technologies to achieve specific goals future oriented and part of open system Why are organisations changing? societal, economic, global and technological changes created environment that requires organisations to adapt What is the difference between a formal organisation and an informal collectivity? Formal/Traditional Collectivity/New Contemporary Deliberately created Spontaneous Defined purpose Distinct goals/objectives Rigid behavioural pattern Flexible behaviour Impersonal/concrete leadership Personal leadership Perpetual longevity Unstable longevity Individual oriented Team oriented Hierarchical relationships Lateral/networked relationships What are the characteristics of organisations? size (small/medium/large) industry (telecommunication/mining etc) ownership type (sole trader/company/not for profit) owner domicile (local/Australian/Multinational) location (city/suburban/regional) physical environment (open plan/personal office) What are the fallacies used when trying understand issues in organisations? blaming the people blaming the bureaucracy thirst for power What is management? What is the context of organisations and management today?
technological change (new products/new procedures) international division of labour (offshoring) changing conception of time and space (work from home/on call) changing demographics (genders/multicultural/age) What is a manager? organisational members who direct others to complete a specified task coordinate and oversee the work of others to accomplish organisational goals team leaders: external relations facilitation and internal relations first-line managers: lowest level of management + manage work of nonmanagerial employees that are involved with producing organisations products/services. Responsible for scheduling/supervision/teaching/training middle managers: all levels of management between first-line and top level (manage first-line). Responsible for implementing strategy/objectives/ coordination top managers: responsible for making organisation-wide decisions and establish goals/plans. Responsible for environment/commitment/goals What is the aim of management? high efficiency (minimum resource use – most output with least input) and high effectiveness (goal attainment) = product customer wants at price they can afford low efficiency and low effectiveness = low quality/price low efficiency and high effectiveness = quality product customer wants but too expensive high efficiency and low effectiveness = high quality product that customers to not want efficiency = means + effectiveness = ends What are the features of the scientific-technical revolution? Industrial revolution (19th century) led to share holdings and rise of management (separation of ownership and control) Rise of factory system of production (increase in use of technology/rise of corporations/ growth in number of employees) Specialisation of labour and the production line Study of work tasks to create rules/ ‘one best way’ of performing tasks Frederick Taylor (popularised division of labour and specialisation) – Principles of Scientific Management (developed science for each element of the job/ managers scientifically select and train/ almost equal division of work and responsibility between management and workers) Frank and Lillian Gilbreth – “time and motion studies” – took Scientific Management and...
Please join StudyMode to read the full document