POM

• Management


  To forecast, plan, organize, command, coordinate and control
• Management


  The art of knowing what to do, when to do and see that it is done in the best and cheapest way
• Management


  The art of getting things done through and with the people in formally organized groups. It is an art of creating an environment in which people can perform and individuals and can co-operate towards attainment of group goals
• Management


  The application of planning, organizing, staffing, directing, and controlling functions in the most efficient manner possible to accomplish meaningful organizational objectives
• Managers


  • Communicate with direct reports to help their organizations achieve and exceed goals
• Interpersonal Roles of Managers


  • Figurehead
  • Leader
  • Liaison
• Informational Roles of Managers

  • Monitor
  • Disseminator
  • Spokesperson
• Decisional Roles of Managers

  • Entrepreneur
  • Disturbance Handler
  • Resource Allocator
  • Negotiator
• Managerial Responsibilities


  • Long-range planning
  • Controlling
  • Environmental scanning
  • Supervision
  • Coordinating
  • Customer relations and marketing
  • Community relations
  • Internal consulting
  • Monitoring products and services
• Planning


  The function of management that involves setting objectives and determining a course of action for achieving those objectives
• Types of Planning


  • Strategic Planning
  • Tactical Planning
  • Operational Planning
• Organizing


  The function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives
• Leading


  The process of influencing people to work toward a common goal. Motivating is the process of providing reasons for people to work in the best interests of an organization
• Controlling


  Ensuring that performance does not deviate from standards. It consists of establishing performance standards, comparing actual performance against standards, and taking corrective action when necessary
• Levels of Management


  • Top Executive/Management
  • Middle Management
  • First-line Management
• Top Management


  • Devote most of their time to developing the mission, long-range plans, and strategy of a business—thus setting its direction
• Middle Management


  • Focus on specific operations, products, or customer groups within a business. Develop detailed plans and procedures to implement a firm's strategic plans
• First-line/Supervisory Management


  • Work directly with the people who produce and sell the goods and/or the services of a business. Implement the plans of middle management
• Management Skills


  • Conceptual Skills
  • Technical Skills
  • Human Relations Skills
  • Decision-making Skills
• Leadership


  The social and informal sources of influence that you use to inspire action taken by others
• Entrepreneurship


  The recognition of opportunities (needs, wants, problems, and challenges) and the use or creation of resources to implement innovative ideas for new, thoughtfully planned ventures
• Strategic Management


  The body of knowledge that answers questions about the development and implementation of good strategies
• Organizing Process


  • Identifying the Work
  • Grouping of Work
  • Establish Hierarchy
  • Delegation of Authority
  • Coordination
• Organizing Principles


  • Unity of Objective
  • Division of Labour
  • Span of Management
  • Coordination
  • Unity of Command
• Organization Design


  How an organization is structured to execute its strategic plan and achieve its goals
• Organizational Design Principles


  • Specialization Principles
  • Coordination Principle
  • Knowledge and Competence Principle
  • Control and Commitment Principle
  • Organizational Coherence Principle
• These five principles are affected by different factors in the internal and external environment of the organization. They enable an organizational designer to (re)design and align the organization.
• How to Use Organization Design

  1. Consider the impact

  2. Create a collaborative plan of action

  3. Communicate and provide support
• Factors to consider when assessing the impact of organization design

  • Strategy
  • Size
  • Environment
  • Controls
  • Incentives
• Organization design encourages you to focus on what your company is doing, but it's also important to consider its relationships with other organizations, and how they may be affected by any changes.
• Good Organization Design involves not only changing the systems by which people work, but also supporting people to adapt successfully.
• 6 Elements of Organizational Design

  • Work Specialization
  • Departmentalization
  • Chain of Command
  • Span of Control
  • Centralization
  • Formalization
• Work Specialization


  How operations are divided into separate roles
• Departmentalization


  The process by which jobs are grouped together that are similar in tasks
• Chain of Command


  The line of authority that runs from the top management to the lowest level of the organization
• Span of Control


  The number of employees that can be managed by one manager
• Centralization


  When there's one decision maker for a large group or a large operation concentrated in a single place in the organization
• Formalization


  An organization that operates by rules of processes, relationships, and operational procedures
• Organizational Chart


  A visual representation of a company's internal structure
• Benefits of an Organizational Chart

  • Shows who is responsible for decision-making
  • Allows everyone to understand the chain of command
  • Allows employees to get to know each other
  • Makes it easy to visualize changes
  • Highlights a brand's values and culture