Unit 4:
● Organisational structure refers to how the employees within a business are organised
and how they relate to each other. Organisation chart - show the roles of people in an
organisation and the relationship between them. Shart shows lines of decision making
and levels of responsibility. Roel is what an individual does in an organisation. The
manager will be responsible for people, resources and for achieving targets. Hierarchy of
an organisation shows how employees are arranged by rank. The managing director and
senior management team are at the top level. Then middle managers then junior
managers, supervisors and operatives at the bottom.
● The person that an individual reports to is called the person's manager. Chain of
command - the management system where the juniors report to the seniors.
● Span of control - number of people he or she manages or supervises directly. There Is a
limit for one person.
● Tall organisation has a narrow span of control. Pros - ease of control and
communication. Cons - many management levels make it difficult for the business to run.
● In a flat organisation, managers need to have a lot more trust in their subordinates than
in a tall organisation. Fewer managers needed and hierarchy has fewer levels in their
direct span of control. Best span in an organisation depends on the skills of its
managers. When a business expands they may need to add extra layers of
management; a new hierarchy.
● Delegation means giving authority for carrying out a task to someone at a lower level.
Delayering is taking out layers in the chain of command. So decisions can be made
more quickly and cut costs.
● Mamaets need to create clear plans for others to follow. Which are converted into
general aims, specific objectives and tasks to be completed. Have to define the end
goal, the tasks to be done by whom, the timescale for archiving tasks and objectives and
how achievement of objectives will be recorded. Different types of plans are established
at different levels within an organisation e.g. strategic is top-level plan covering the
whole organisation then so on.
● Managers are expected to organise themselves, their work and workers by setting up
systems, procedures and structures in a logical and efficient way. Need to make the
most of their resources. Make sure tasks are completed on time. Organisation involves:
prioritise and select tasks, decide who will do the tasks, assign the tasks, delegate
authority and responsibility, make sure they're on time.
● Coordination making sure that activities that need to be completed are compelled in a
structured way. And brings the different activities together .
● Commanders ensure that directions are followed. Responsibility to make sure that
employees perform their jobs well.
● Managers need to create an effective control system so that plans are kept on track and
resources are used appropriately. Includes targets and performance indicators.
, ● Managers need to know what, when and who to delegate tasks to. Can be delegated to
someone who can do it accurately, safely and on time according to standards. They
must be qualified to do this .But some don't want to delegate because they trust others
and want to do it themselves. And then they take on too many tasks and can complete
all of them well. So it must be balanced between trusting and completing work that they
can't do.
● Control system consists of methods such as targets and performance indicators used to
identify whether a business is on track to achieve its objectives and if not take action to
put it back on track.
● Good delegation enabled the network to be completed with better results. It's also a
motivating element in terms of trusting and empowering others to take on more
responsibility.
● Centralised organisation is where decision making is concentrated at the top of the
organisation and lower levels are told what to do. Decentralised organisation decision
making powers are spread across the organisation, with fewer levels of control.
● Recruitment - attracting the right standard of applicants to apply for vacancies.
● Typical stage in recruitment process: identify that a job vacancy exists, draw up a job
description, draw up a person specification, advertise the post, create a shortlist,
interview, and appoint the most suitable candidate.
● Internal recruitment means employing someone within the organisation, meaning
promotion. Pros - less risk as the employer already knows his/her capabilities, cost of
advertising is saved, encourage people to work hard, induction costs are saved.
● External recruitment is appointing someone from outside the organisation. Pros - new
ideas brought into the organisation, advertising may reach more widely into the business
community, internal jealousies are avoided from promotion.
● What a job advertisement includes: job description [key responsibilities and task
involved], what the business does, location, salary expectation, address and contact,
closing date, qualifications, experience, fringe benefits, organisational identity [logo].
● Selection - recruiters put together a shortlist of candidates who closely meet the person
specification for the job. Then each will be interviewed. Takes 1 or 2 days. Might be
asked to take tests.
● Process of selection: vacancies advertised on website or other media, finding people
best matched with person specification, candidates are interviewed, unsuccessful ones
are notified, successful candidates are interviewed a second time then sent offer letter
and contract.
● Job description includes: title of the job [what job involves and level of responsibility],
department and location, general of what's involved in carrying out the job, possible to
whom, responsible for whom, other responsibilities, education and qualifications. Good
recruitment is choosing between suited and not most qualified.
● Person specification is the skills, characteristics and attributes needed for a specific job.
● Jobs can be advertised on various media: websites for local, national and international
job seekers, national newspapers and magazines targeted at special interest groups like
accountants, local radio for locals, vacancy boards at supermarkets, adverts on the side
of trains and buses. Cost of advertising should be considered.
● Organisational structure refers to how the employees within a business are organised
and how they relate to each other. Organisation chart - show the roles of people in an
organisation and the relationship between them. Shart shows lines of decision making
and levels of responsibility. Roel is what an individual does in an organisation. The
manager will be responsible for people, resources and for achieving targets. Hierarchy of
an organisation shows how employees are arranged by rank. The managing director and
senior management team are at the top level. Then middle managers then junior
managers, supervisors and operatives at the bottom.
● The person that an individual reports to is called the person's manager. Chain of
command - the management system where the juniors report to the seniors.
● Span of control - number of people he or she manages or supervises directly. There Is a
limit for one person.
● Tall organisation has a narrow span of control. Pros - ease of control and
communication. Cons - many management levels make it difficult for the business to run.
● In a flat organisation, managers need to have a lot more trust in their subordinates than
in a tall organisation. Fewer managers needed and hierarchy has fewer levels in their
direct span of control. Best span in an organisation depends on the skills of its
managers. When a business expands they may need to add extra layers of
management; a new hierarchy.
● Delegation means giving authority for carrying out a task to someone at a lower level.
Delayering is taking out layers in the chain of command. So decisions can be made
more quickly and cut costs.
● Mamaets need to create clear plans for others to follow. Which are converted into
general aims, specific objectives and tasks to be completed. Have to define the end
goal, the tasks to be done by whom, the timescale for archiving tasks and objectives and
how achievement of objectives will be recorded. Different types of plans are established
at different levels within an organisation e.g. strategic is top-level plan covering the
whole organisation then so on.
● Managers are expected to organise themselves, their work and workers by setting up
systems, procedures and structures in a logical and efficient way. Need to make the
most of their resources. Make sure tasks are completed on time. Organisation involves:
prioritise and select tasks, decide who will do the tasks, assign the tasks, delegate
authority and responsibility, make sure they're on time.
● Coordination making sure that activities that need to be completed are compelled in a
structured way. And brings the different activities together .
● Commanders ensure that directions are followed. Responsibility to make sure that
employees perform their jobs well.
● Managers need to create an effective control system so that plans are kept on track and
resources are used appropriately. Includes targets and performance indicators.
, ● Managers need to know what, when and who to delegate tasks to. Can be delegated to
someone who can do it accurately, safely and on time according to standards. They
must be qualified to do this .But some don't want to delegate because they trust others
and want to do it themselves. And then they take on too many tasks and can complete
all of them well. So it must be balanced between trusting and completing work that they
can't do.
● Control system consists of methods such as targets and performance indicators used to
identify whether a business is on track to achieve its objectives and if not take action to
put it back on track.
● Good delegation enabled the network to be completed with better results. It's also a
motivating element in terms of trusting and empowering others to take on more
responsibility.
● Centralised organisation is where decision making is concentrated at the top of the
organisation and lower levels are told what to do. Decentralised organisation decision
making powers are spread across the organisation, with fewer levels of control.
● Recruitment - attracting the right standard of applicants to apply for vacancies.
● Typical stage in recruitment process: identify that a job vacancy exists, draw up a job
description, draw up a person specification, advertise the post, create a shortlist,
interview, and appoint the most suitable candidate.
● Internal recruitment means employing someone within the organisation, meaning
promotion. Pros - less risk as the employer already knows his/her capabilities, cost of
advertising is saved, encourage people to work hard, induction costs are saved.
● External recruitment is appointing someone from outside the organisation. Pros - new
ideas brought into the organisation, advertising may reach more widely into the business
community, internal jealousies are avoided from promotion.
● What a job advertisement includes: job description [key responsibilities and task
involved], what the business does, location, salary expectation, address and contact,
closing date, qualifications, experience, fringe benefits, organisational identity [logo].
● Selection - recruiters put together a shortlist of candidates who closely meet the person
specification for the job. Then each will be interviewed. Takes 1 or 2 days. Might be
asked to take tests.
● Process of selection: vacancies advertised on website or other media, finding people
best matched with person specification, candidates are interviewed, unsuccessful ones
are notified, successful candidates are interviewed a second time then sent offer letter
and contract.
● Job description includes: title of the job [what job involves and level of responsibility],
department and location, general of what's involved in carrying out the job, possible to
whom, responsible for whom, other responsibilities, education and qualifications. Good
recruitment is choosing between suited and not most qualified.
● Person specification is the skills, characteristics and attributes needed for a specific job.
● Jobs can be advertised on various media: websites for local, national and international
job seekers, national newspapers and magazines targeted at special interest groups like
accountants, local radio for locals, vacancy boards at supermarkets, adverts on the side
of trains and buses. Cost of advertising should be considered.
