Identifying where the organization want to go and how they will get there

Ensuring necessary are in place

Motivating and guising resources to achieve targets

Checking that the right goal is being chased and the resources are not being wasted

The employees needed to get the job done

Any money used by the organization

the firm's tangible goods and real estate, including raw materials, office space, production facilities, office equipment, and vehicles.

Data used to accomplish the job.

Is the function of management that involves setting objectives and determining a course of action for achieving those objectives. The four benefits are

Using the Mission/Vision statements, top managers do strategic planning –they determine what the organization’s long-term goals should be int the next 1-5 years with the resources they expect to have available.

The strategic priorities and policies are then passed down to middle managers, who must do tactical planning – that is, they determine what contributions their departments or similar work units can make with their given resources during the next 6-24 months.

Which is not belong to the group

Middle managers then pass these plans along to first-line managers to do operational planning- that is, they determine how to accomplish specific tasks with available resources, within the next 1-52 weeks.

Long term goals, products, markets, business organizing, jobs like CEO, CFO, COO, CTO, and VP-Marketing

Interprets plans and action job like plant/regional managers

Implements plans, team leader, assistant manager, foreman

Is the process of bringing together physical, financial, and human resources and developing a productive relationship across them for achievement of your goals.

Is the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives.

Is generally understood as all of a company's beliefs, values and attitudes, and how these influence the behavior of its employees. Culture affects how people experience an organization—that is, what it's like for a customer to buy from a company or a supplier to work with it.

refers to a company's mission, objectives, expectations and values that guide its employees. Businesses with an organizational culture tend to be more successful than less structured companies because they have systems in place that promote employee performance, productivity and engagement.

Steps in of organizing function

An employee-focused culture valuing flexibility, not stability. Like a family-type organization, it encourages collaboration among employees, striving to encourage cohesion through consensus and job satisfaction and to increase commitment through employee involvement and they view customers as partners.

A risk-taking culture valuing flexibility. This type of culture attempts to create innovative products by being adaptable, creative, and quick to take risks and experiment with new ways of getting things done, suited for start-up companies.

A competitive culture valuing profits over employee satisfaction. Has strong external focus and values stability and control, because they are focused on the external environment and driven by competition and a strong desire to deliver results, customers, productivity, and profits take precedence over employee development and satisfaction.

A structured culture valuing stability and effectiveness. Has an internal focus ; this kind of organization is apt to have a formalized, structured work environment aimed at achieving effectiveness through a variety of control mechanisms that measure efficiency, timelessness, and reliability in the creation of and delivery of products.

Employees share a bond like one big family, same interest and similar commitment level and uphold a strong sense of work normalities

Employees have a strong commitment in creating new standards, maintain continuous improvement and constantly finding creative solutions

Core values are based on winning and beating all rivals hence the business strategies measures and procedures are align towards market requirement

The work environment is considered well-defined and formal, with strict protocols, rules and regulation and policies to ensure order efficiency and consistently

Employees are treated like customers.

A company that employees are proud to be part of.

The more effectively conflict and change are managed and the more employees perceive the work environment to be positive and reinforcing, the more stable the social system within the organization.

He culture helps employees understand why the organization does what it does and how it intends to accomplish it long-term goals.

Unifies the employees or members.

Coordinated effort of an individual into a group.

making sure the right people do the right thing at the right time.

Refers to the number of people reporting directly to a given manager.

Centralized authority, the decisions are made by higher-level authority, while decentralized are made by middle-level and supervisory-level mangers.

Is about having the skills, communication aptitude and ability to motivate those you manage. Leadership is a critical role for anyone in management, which is why it's one of the four functions of management. If you can't lead, regardless of your leadership style, you're not going to be a successful manager.

Consists of motivating employees and influencing their behavior to achieve organizational objectives. Leading focuses on managing people , such as individual employees, teams and groups rather than tasks.

Provide direction and vision, motivate and inspire others to achieve the organization's goals, and help to create an environment conducive to success by promoting communication and collaboration among team members

Is defined as the psychological processes that arouse and direct people’s goal-directed behavior.

the payoff, such as money, a person receives from others from performing a particular task.

The satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself.

Also known as need-based perspectives, are theories that emphasize the needs that motivate people.

Self-Actualization

I need to excel at tasks”

I need close relationship”

€�I need to control others”

Concerned with the thought processes by which people decide how to act.

Focuses on employee perceptions as to how fairly they think they are being treated compared to others. Key Elements

What do you think you’re putting into the job

What do you think you’re getting out of the job

How do you think your ratio of inputs and rewards compares with those of others

The division of an organization’s work among employees, applies motivational theories to jobs to increase performance and satisfaction. The traditional approach to job design is to fit people to the jobs; the modern way is to fit the jobs to the people.

Is based on the assumption that people are underutilized at work and that they want more variety, challenges, and responsibility

increasing the number of tasks in a job to increase variety and motivation.

Consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating works, and advancement

Uggests behavior will be repeated if it has positive consequences and won’t be if it has negative consequences

The use of positive consequences to encourage desirable behavior. e.g. praise, money, recognition, awards

Avoiding Unpleasantness – the removal of unpleasant consequences following a desired behavior. e.g. A supervisor who has been nagging a salesperson might say, “Well, so you exceeded your quota” and stop nagging

Withholding Rewards – withdrawal of positive rewards for desirable behavior, so that the behavior is less likely to occur in the future. e.g. A supervisor tells a successful sales person, “I know you exceeded your quota, but our company has been taken over by another company so we’re not giving out bonuses anymore.” (weaken efforts in the future).

Applying Negative Consequences – negative consequences to stop or change undesirable behavior. e.g. A supervisor might tell an unsuccessful sales person, “ Well, if this keeps up, you’ll probably be let go

Positive behaviour followed by positive consequences

positive behavior followed by removal of negative consequences

Negative behavior followed by negative consequences

Negative behavior followed by removal of positive consequences

S a collection of individuals who coordinate their efforts

Is a group of people who share a common goal. While similar, the two are different when it comes to decision-making and teamwork

is a phenomenon that occurs when a group of individuals reaches a consensus without critical reasoning or evaluation of the consequences or alternatives. Groupthink is based on a common desire not to upset the balance of a group of people

Each member of a team or group should be told to be a critical evaluator, able to actively voice objections and doubts. Once a consensus has been reached, everyone should be encouraged to rethink his or her position to check for flaws

Outside experts should be used to introduce fresh perspectives. When major alternatives are discussed, someone should be made devil’s advocate to try to uncover all negative factors.

An enduring feature of the workplace, is a process in which one party perceives that its interests are being opposed or negatively affected by another party

Can be negative (bad) or functional (good). Indeed, either too much or too little conflict can affect performance.

A situation in which entity or individuals becomes unreliable because of clash between personal interest and profesional duties or responsibilities

Bad for organizations. Conflict that hinders the organization’s performance or threatens its interests. As a manager, you need to do what you can to remove negative conflict

Good for organizations. Benefits the main purposes of the organization and serves its interests. There are some situations in which this kind of conflict

Constructive Conflict – Good for organizations. Benefits the main purposes of the organization and serves its interests. There are some situations in which this kind of conflict – also called

Negative Conflict – Bad for organizations. Conflict that hinders the organization’s performance or threatens its interests. As a manager, you need to do what you can to remove negative conflict, sometimes called

When two parties need the same things.

Hen people believe there aren’t enough hours to do the work.

when people pursue different objectives.

When job boundaries are unclear

When there are inconsistencies in power & influence.

When individual differences can’t be resolved

When people misperceive & misunderstand.

Maybe the problem will go away”

Let’s do it your way”

You have to do it my way”

Let’s split the difference

Let’s cooperate to reach a Win-win solution that benefits both of us’