Module 7: Organizational Management P3

illustrates groupings and relationships of positions and functions

determine duties, responsibilities, working conditions, relationships of and
between jobs and qualifications of employees

explain what the job is, specific duties and responsibilities covered and the
working conditions to accomplish work

describes the amount of various qualifications the job holder must possess in
order to perform their work adequately

outline of work to be done by an individual with stated procedures and time
requirements for his/her duties

step by step guide in instructing a person to do a job, citing key points

the activity of trying to influence people to strive willingly to attain goals and plans of the organization

the function of running the organization from a conceptual or policy point of view

Goals Concerned
Managers:
Leaders:

Derive power from?
Managers:
Leaders:

Main characteristic
Managers:
Leaders:

is the sum of energizing forces internal (individual) and external (organizational) to an individual that results in behavior

is motivated by his or her desire to satisfy specific needs. These needs are arranged in a hierarchical order

holds that an organization offers an individual the opportunity to satisfy three needs: the need for power, the need for achievement, and the need for affiliation

purports that factors such as achievement, recognition, responsibility, opportunity for advancement, and the work itself are all motivators,
whereas factors such as the company policies, supervision, salary, working conditions, and interpersonal relations are hygiene factors

is that people will perform in order to receive rewards and avoid punishment.

Theory that states motivation is a function of the person’s ability to accomplish
the task and his or her desire to do so

Popular theory in the early 1900s,concerned primarily with the “best”
method and “right” wage for a job

consideration of the individual and an understanding of why people work

The traditional set of managerial assumptions that employees have an inherent dislike of work and will avoid it if possible

The attitude held by the managers of the 1960s and 1970s that employees, under the proper conditions, will seek and accept responsibility, be motivated to achieve organizational objectives, andwill exercise creativity and imagination in solving organization problems

Effectiveness of a leader is a function of the individual leader, the subordinate, socioeconomic interests, and situational variables

holds that there is no one “best” style of leadership but that style must be adjusted to fit the situation.

knowledge of the entire organization and how it is coordinated; knowledge of its
information and records systems; and ability to plan and control work

should be kept operating, maintained and abuse of use is prevented

- heat, light, ACU, electricity, water, gas
- measure of effectiveness: conservation

- food, packaging, other supplies
- measure of effectiveness: minimization of waste and utilization of scraps

work force; productivity is the measure of effectiveness

- includes operating manuals, specification sheets, work checklists, etc
- data should be well-utilized and know-how is attained

measured in terms of company savings, expenses and profit

set by higher mgt; expected to be in operation for 1-5 years

concern of supervisors; good for 1 year or less

activities that do not change from year to year; includes employment practices, SOPs, etc.

used once, then revised; budget, schedule

make sure that output quantities measure up

ensure that final products or services live up to their quality standards

meet certain deadlines or live w/in a time constraint

inventory control (raw material and finished product)

final crunch; avoid overages (people, product, etc.)

individual or group focused

What is the administrative hierarchy from top to bottom?