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A description of the management style and culture of the business.

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Task 5 E4, C2, A1: A description of the management style and culture of the business. Businesses are structured in different ways according to the way they operate and according to their culture. The structure of a business can affect the way it works and performs. There are many differences between the following types of structures: * tall * flat * matrix * hierarchical. * Centralized * Decentralised. The market a business operates in can influence the organisational structure of the business. This involves considering the process of delayaring and the move towards flatter organisational structures in businesses that operate in fast-changing dynamic markets. * The key features of an organisation: * Organisations typically consist of the following features: * A unique name: For example, The Labour Party, the Methodist Church, Sleazy Joe's Topless Revue Bar, McDonalds, etc. * Objectives: A set of objectives setting out the direction of the organisation (e.g. in the case of Sleazy Joe's, 'to provide top-quality topless entertainment that will keep our punters returning on a regular basis and that will make us the best known name in the business'). * Rules and regulations: Some of these will be written down, such as a written instruction that all McDonalds's customers must wear caps. Other, informal codes are not written down but are recognised and responded to. Different businesses have different types of organisational structure which vary according to their size, what they do and what the management feels is most appropriate to that particular business. A large manufacturing firm may well have a very different structure from that of a chain of supermarkets. * Patterns and structures: Organisations, not surprisingly, are organised - they have set ways of doing things. In McDonalds there are set opening times, expected patterns of behaviour of customers and models, a clear queuing and ordering system, etc. * A chain of command: In the majority of organisations there is a chain of command set out in official and unofficial codes. ...read more.


Once the plan has been created, the project manager will work with a team to carry the project out. Of course, on a day-to-day basis unforeseen events and incidents will occur that interfere with the original project plan. The project planners must therefore use a great many creative problem-solving skills to keep putting the plan back on track. The project manager seeks to synchronise and maximise efforts across the various departments and groups involved with putting the plan into action. An organisation that operates purely on functional lines can soon run into bottlenecks and confusion between the various departments, but a project manager can ensure there is co-ordinated planning to bring resources and people together correctly. The project manager is there solely to co-ordinate the activities. The project manager brings people together from across the various functional areas, drawing on their expertise. It is the project manager who has the responsibility for ensuring the project is seen through by his or her team. Of course, particular individuals can work on more than one project at the same time. In recent years there has been a strong emphasis in business on the idea of business a matrix structure for project process re-engineering (BPR). What this means is identifying what the key processes are for the organisation to meet customer requirements. Having identified these processes it is possible to organise them in the best possible way to help the organisation meet these customer requirements. McDonalds don't use this structure. * Centralised and decentralised structures: These terms are closely linked to the idea of authority and the amount of delegation taking place. Centralisation refers to the amount of control exercised from the headquarters (or centre) compared to the amount of control left in the hands of the branches or departments of the business. Thus if a company such as a large retail chain, issues very strict and specific instructions to its shop managers about staffing, stock control or fixtures and fittings, it will be considered to have a high degree of centralisation. ...read more.


Responsibility can be delegated but accountability remains with the person in authority. * Authority: This is power backed by an institution. It is impossible to delegate responsibility without delegating authority. This is because the delegee must have the authority as well in order to carry out the task. Responsibility without authority cannot be achieved. * Accountability: This is when a manager can delegate responsibility and authority but cannot delegate accountability. Accountability is the overall responsibility for assuring that things are achieved. * Managers and Delegation: As accountability remains with the manager a good manager when delegating makes sure of certain factors. * They are sure that the delegee can do the job required off them and by ensuring they have had sufficient training and ability to do the job. * That the subordinate has the means to do the job (i.e. the correct equipment, facilities and sufficient authority). * That there is a means of monitoring and appraising those to whom the task has been delegated to. * Line and Staff Organisation: The traditional organisational chart shows the chains of command as a series of lines. Line authority is found within the various departments, with the line of command linking the Managing Director to the departmental managers and finally to the shop floor and office workers. The 'line managers may be supported by various specialists who are not directly in this line of command. For instance, the Warehouse Manager may be advised by a specialist in factory layout or the Purchasing Manager may be helped by a member of the Personnel Department in drawing up a job description for a new post in the Purchasing Department. These staff roles advise line management and whole departments - such as Personnel - may work on a staff basis. department is to arrange for delivery of goods to customers on time, in good condition, at home or overseas, and by the most economical method and route applicable. Unit 1 Business At Work Jaspal S. Johal Page 1 of 20 ...read more.

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