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chapter 7
| Term | Definition |
|---|---|
| organisational structure | refers to the levels of management and division of responsibilities within an organisation |
| organisational chart | refers to the diagram which outlines the internal management stucture |
| hierarchy | refers to the levels of management in any organisation from highest to lowest |
| level of hierarchy | refers to managers/supervisors/ other employees who are given a similair level of responsibility |
| chain of command | the structure in an organisation which allows instructions to be passed down from senior management to lower levels of management |
| advanatges of organisation chart | every individual can see their position, they can identify who they are accountable to or who have authority over them shows links between diff depts everyone is in department, sense of belonging |
| span of control | the number of subordinates working directly under a manager |
| advantages la short chain commands (wide structure) | communication is quicker and accurate top managers are less remote from lower span of control = wider (less direct control of each worker (job satisfaction) and more is delegated |
| directors | senior managers who lead a particular department or division of a business |
| line managers | have direct responsibility for poeple below them |
| supervisors | junior managers who have direct control over employees below them |
| staff managers | specialists who provide support |
| role and functions of management | planning (aims and targets) organising (delegating tasks) coordinating (bringing together, depts working w other depts) commanding (guiding leading and supervising) controlling (make sure on target, discipline) |
| delegation | giving a subordinate authority to perform particular tasks |
| advantages of delagation | managers cannot do every job themselves, delegation helps concentrate time on important management -less likely to make mistakes if some tasks are removed -can measure success of staff more easily |
| advanatges of delegation for the subordinate | the work becomes more interesting and rewarding the employee feels important and believes that trust is being put in to do job help train workers |
| good managers | motivate employees give guidance and advice inspire employees manage resources increase profitability |
| Leadership styles | different approaches to dealing w people and making decisions when in authority - autocratic, democratic, laissez faire |
| autocratic “do x” | +quick decision making - no oppprtunity for input |
| democratic “do u think x it y is best” | +employees experience and ideas can make better decisions -unpopular decisions can not be effective |
| laissez faire “do x or y as u think best” | +encourages creativity and responsibility -not appropriate when clear decision making is needed e.g customer service |
| trade union | group of employees who have joined together to ensure their interests are protected |
| benefits of trade union | -strength in numbers when negotiating with employers -improved conditions of employment, rates of pay, holidays, hours of work -improved environment , health and safety, noise, heating -improved benefits for members who are not working due to illness |
| more benefits | -improved job satisfaction by encouraging training advice and/or financial support if member thinks that they have been unfairly dismissed or unfair treatment -discounts in certain shops, clubs and sports clubs -can meet government officials to infl |
| disadvantages or trade union | costs money to be a member workers may be required to take action even if they don’t agree |
Created by:
elisseu
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