Control is typically defined as any process that directs the activities of individuals toward the achievement of organizational goals. Three broad strategies for achieving organizational control are:
Posted in: Control & feedback
Deciding what type of people should be hired; recruiting prospective employees; selecting right people; setting performance standards; compensating employees; evaluating performance; counseling employees; training and developing employees; giving each subordinate a specific task; delegating authority to subordinates; establishing channels of communication; coordinating employees
Posted in: Organizing & Staffing
Is the flow of information among people in the same hierarchical level. This flow of information serves several functions by allowing for sharing of information, coordination, and problem solving among departments. It helps solve conflicts and it allows for interaction among organizational peers.
High levels of task specialization, technical language barriers, and mechanistic organizational structures cause problems with horizontal communication.
Horizontal communication increases the degree of integration experienced by the firm. Managers can facilitate horizontal communication by encouraging direct contact between managers, the use of integrative roles in the firm, the creation of task forces and project teams, and by utilizing new technology such as management information systems.
Communication can be formal or informal.
Posted in: Organizational Communication
Major characteristics of large organizations are:
Posted in: Organizing & Staffing
Leadership is about a sense of direction. The word
Posted in: Leadership & Motivation
Effective managers rarely have to resort to their formal authority to influence employees.
First of all, managers have to rely on their knowledge, experience and their leadership ability but obviously authority is still a part of every manager-subordinate interaction, as we shall see.
Managers achieve management goals by influencing others to perform many different tasks within the organization. The mere influence a manager can exert to change and control the behavior and attitudes of other people, the more powerful he/she will be.
Power: The ability to exert influence
Influence: The ability to change other people
Posted in: Organizational Communication
Is the flow of information from higher to lower levels in the hierarchy.
Problems associated with downward communication are information overload; lack of openness between managers and employees, and filtering.
Important downward communication occurs when managers give performance feedback to their subordinates.
Coaching can be used in this situation. Coaching is dialogue with a goal of helping another be more effective and achieve his or her full potential on the job.
Adequate downward communication can be particularly valuable during difficult times.
A new philosophy, open-book management, argues that line workers should know basically everything the company president knows and should be taught to understand the information. It is the practice of sharing with employees at all levels of the organization vital information previously meant for management
Posted in: Organizational Communication
In order for groups to be effective, managers must understand the potential benefits and limitations of group decisions, and how these groups should be managed. Group decision making offers potential advantages over individual decisions.
Posted in: Planning
There are several problems that can occur during the communication process. To avoid some of the problems, senders and receivers can improve their communication skills.
Senders can improve their skills by concentrating on persuasive presentation skills, writing skills, language use, and nonverbal communication skills.
Posted in: Leadership & Motivation
The job interview is the most important element of the employment procedure. The purpose of the job interview is twofold:
Posted in: Organizing & Staffing
