Managing people within an organization is one of the most difficult tasks. Employees are an important key asset within an organization, their performance and attitude can result in the success or failure of the organization. Therefore, organizations which do not take people management into account are the ones that suffer most. So what is an organization expecting from its employees? Are all employees meeting the organizations expectations? How are they helping the organization to reach the desired result? Are the right persons engaged in the right positions according to their abilities?
For an organization to have all the answers to the above questions one must implement strategies which will be the key to success of the organization. Important strategies to implement are:
• Recruitment & selection of employees
• Training & development
• Policies and regulations
• Performance management
• Rewards & recognition
Henry Fayol known for his Principals of Management
Image 1 - Google images Henry Foyal
“To manage is to forecast and plan, to organize, co-ordinate and to control.” Fayol (1916) cited in: Gerald A. Cole (2003) Management theory and practice. p. 6 (wikiquote.org/wiki/Henry_Foyal)
Working within the Public Sector is different than working in a private company. The Public Sector employs
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He generally works behind the scenes to solve problems and deal with issues before they are brought to the Minister. The chief of staff requires having good leadership and management skills together with good communication skills and discipline in order to coordinate with the Minister and the rest of the secretariat
The manager mostly lets his employees work without constantly watching over their shoulders. He has faith that everyone knows what to do. Decisions are made and solved by a collaborative process. The manager gathers groups of people and talks about what needs to get
What a president must know in order to handle his role as the most powerful man in the country has been up for debate for decades. There are some that believe the role is best served as a minimalist president in which the president allows his delegates to have more power in making decisions. Some believe that a “Self Reliant President” who takes the personal responsibility of handling most presidential responsibilities is best. Strategic competence is a mix of both approaches is which some situations are handled by the president’s delegates and some by the president himself. Every president have strategic competence in order to best govern the nation.
Contents Terms of Reference 2 Procedure 2 Findings 3 Current Structure 3 New Structure 4 Employee Relationships 4 Instructing Staff 5 Contingency Variables 5 Conclusion 6 Recommendations 6 References 7 Appendix A 8 Terms of Reference I am a HNC business student. I am writing this report as part of my course. This assessment covers outcome 4 of the Managing People and Organizations' class.
2.a) The school Governors are volunteers who ensure a school is run efficiently, they work with the school to deliver good quality education, they set the schools aims and policies whilst working with the head teacher. They also make sure the schools budget is spent correctly and the building is being run well and safely. Senior Management Team (SMT) consists of the head teacher, deputy heads and the heads of the departments. They have a collective responsibility for the efficient daily running and discipline of the school, assisting the head teacher in leadership and management and is designed to allow strategic day to day responsibilities.
This is beneficial for the director of administration because it allows her to focus on making the critical decisions, as
The strategic purpose of school governors is to support the school in many ways. This includes, making sure there is a clear vision, ethos and strategic direction within the school. They support the head teacher and hold them accountable for the educational performance of the school and its pupils. They will oversee the financial performance of the school and make sure its money is spent in the right areas. They will also carry out a number of other significant duties, which include the appointing and dismissing of staff, hearing appeals and grievances, forming policy on the school's curriculum, setting standards for pupils' behaviour and discipline and setting and monitoring the school's aims and policies.
The top management is the one who look after the entire bureaucracy. Weber suggests the bureaucracy within organisations are more rigid and authoritative, tend to be centralised, highly specialised, do not encourage empowerment, and high formalisation (Best, 2002). As a results, Weber’s conception of power connected with his interest in bureaucracy and office hierarchy (Sadan, 2004). Many organisations rely on bureaucracies to operate whether it is private or public sector such as government, hospitals, and schools. Therefore, everyone must follows the standardised procedures in order to produces similar results in the productivity and to promote the efficient attainment of the organization 's
In the organisation, the communication, information and knowledge are very important. The whole work gets done in the organisation be these things. So a manager has to manage these in an effective manner so that they can get the effective results. Every organisation have to get successes in the market.
To Weber the word refers to the structure found in modern large organisations, whether they are government departments, business firms, armies or organised religion. It is a continuous organisation of official functions bound by rules. Weber thought that bureaucratic organisation was the most rational means of deploying power in any setting (Brown and Steel, 1979, p.160). In this essay, I am going to discuss how Max Weber’s theory of bureaucracy had a major impact on the development of public administration systems. Classical organisation theory evolved during the first half of this century.
INTRODUCTION Human resource management is the strategic approach to the management of an organization 's most valued assets - the people working there who individually and collectively contribute to the achievement of the goals of the business (Armstrong, M., 2006). In other words, human resource management is a to work with employees, and for the employees, to help them solve their problems. Therefore, human resource is a complicate department, as they deal with people who already work there, they also deal with several issues which happen among new employees, such as recruitment, selection and so on. Nowadays, employee retention becomes one of the most significant issue in the organizations, and managers are aiming to find the best employees
Organization structure – The whole activies are divided in the department and the responsibility and hirenchy of each department is well defined. However Senior management needs to be more focused on Strategic Initiative rather than Daily Operations .For this it is Important to develop a second Rung of Leadership. Human Resource Plan – The Human resourse plant is defined for all the employee and the system for the recruiting , training & development, benefits and reward is well established.
THE DIFFERENCE BETWEEN MANAGEMENT AND LEADERSHIP It is important to appreciate that leadership roles are different from management functions. In Stephen Covey’s (1999) book The Seven Habits of Highly Effective People, he quoted Peter Drucker as saying: ‘Management is doing things right; leadership is doing the right things. Management is efficiency in climbing the ladder of success; leadership is about determining whether the ladder is leaning against the right wall.’ This suggests that management is about tasks, whereas leadership is about perception, judgement, skill and philosophy.
High degree of responsiveness of between various functional head and CEO. 2. Inter department decision making is smooth i.e. the functional heads can make decision based on other functions smoothly. 3. Centralized controlling system.
They are answerable to the top management for the operations of their department. They are devoted to the directional and organizational
Researchers have shaped compelling evidence for the fundamental relation between employee performance and how management acts with them (Boheene & Asuinura, 2011). They claim that the effectiveness of human resource practices, particularly employee selection, performance appraisals, benefits and reward management, procedures and employee training and development often have a direct effect on the productivity and performance of the employee. And implementing an effective human resource management can enhance the organization 's ability to attract and maintain qualified and motivated employees yield greater profitability, low employee turnover and these invariably lead to higher productivity.