Поиск по сайту
Рефераты / Управление /Не нашли нужную работу? Закажи реферат, курсовую, диплом на заказ реферат на тему: Business at worka line structure can also gain valuable management development in a project team, preparing them for promotion to higher management positions.
· The involvement of specialists from different areas reduces the risk of resources
being wasted on projects with no future - in non-matrix structures an idea originating in, say, the marketing department may be pursued for a long time before it comes to the attention of production which might find that it is simply not practical.
Disadvantages:
· The existence of a matrix structure and project teams can lead to confusion as individuals are involved in a large number of different relationships creating a complex pattern of authority and responsibility.
· A line manager may resent a subordinate receiving instructions from managers based on other departments, especially if they are at a lower level of management.
· This also raises questions as to who has priority over the subordinates time and what information arising out of the work of the project team should also be reported through the line authority. This can be a potential source of conflict and relations may also be strained if the subordinate suffers from divided loyalty. Delayered structure Delayering involves a business reducing its staff. The cuts are directed at particular levels of a business, such as managerial posts. Delayering involves removing some of these layers. This gives a flatter structure. Delayering is likely to play a major role in a policy of decentralisation as the removal of management layers allows authority for decision making to be shifted to a lower level in the organisation. Advantages: · The savings made from laying off expensive managers. It may also lead to better communication and a better motivated staff if they are empowered and allowed to make their own decisions. · However, remaining managers may become demoralised after delayering. Also staff may become overburdened as they have to do more work. Fewer layers may also mean less chance of promotion. Management style Management style refers to the approach that an organisation takes in setting objectives for its employees and the way it manages relations between superiors and subordinates. Management or leadership styles can be categorised as: Autocratic: A manager that adopts an autocratic management style takes entire responsibility for decisions and, having set objectives and allocated tasks to employees, expects them to be carried out exactly as specified. Employees are told exactly what, how and when work must be started and finished. It is the kind of management style often associated with a corporate culture centred almost exclusively around production. Power is focused at the top, and the centralised decision making is geared to getting the goods out of the factory and to customers. Little regard is paid to any non-monetary needs of employees; they are not consulted or involved in decision making. Democratic: A democratic management style seeks to involve employees in the decision-making process, either by consulting them directly or through their representatives. This approach reflects a corporate culture which is more human resource centred and recognises the organisational benefits from meeting its employees non-monetary needs - such as a need for job satisfaction and a sense of belonging. A consultative approach is particularly important if an organisation is planning to change product design or working conditions, methods and practices. Laissez-faire style: This style gives people complete freedom to organise and carry out their work. It is a very person centred approach. A laissez-faire approach may still impose some constraints, such as completion dates for certain key tasks or the earliest and latest arrival times for a flexible hours working day. There is no formal structure for decision making as decisions are taken by a variety of processes depending upon the nature of the problem, the opportunity to be explored and the individuals involved. Consultative style: Leaders consult with скачать реферат первая ... 6 7 8 9 10 11 12 ... последняя Не нашли нужную работу? Закажи реферат, курсовую, диплом на заказ Внимание! Студенческий отдых и мегатусовка после сессии!
Рефераты и/или содержимое рефератов предназначено исключительно для ознакомления, без целей коммерческого использования. Все права в отношении рефератов и/или содержимого рефератов принадлежат их законным правообладателям. Любое их использование возможно лишь с согласия законных правообладателей. Администрация сайта не несет ответственности за возможный вред и/или убытки, возникшие или полученные в связи с использованием рефератов и/или содержимого рефератов.
|
Обратная связь. |