About This Chapter
Below is a sample breakdown of the Organizational Management chapter into a 5-day school week. Based on the pace of your course, you may need to adapt the lesson plan to fit your needs.
|Day||Topics||Key Terms and Concepts Covered|
|Monday|| Organizational management principles|
Fayol's principles of departmental task organization
Fayol's principles of staff management and worker satisfaction
|Overview of the fundamentals of organization management such as division of labor by job specialization|
Max Weber's theory of impersonal management and formalized organizational structure
Henri Fayol's principles of managing department task organization
Fayol's principles of staff management and worker satisfaction
|Tuesday|| Organizational design and structure|
Mechanistic and organic organizational structures
|Organizational size, life-cycle, environmental and other factors that influence the connection between organizational design and structure|
How mechanistic and organic organizational structures differ
Definition of role specialization and how it is used in an organization
|Wednesday|| Authority in centralized and decentralized organizations|
Types of traditional organizational designs
Types of contemporary organizational designs
|The role of authority, chain of command, delegation, span of control|
An overview of how organizations traditionally were designed, including simple, functional and divisional
A look at newer types of organizational designs such as matrix and network designs
|Thursday|| Characteristics of informal organizations|
Reengineering jobs for continuous improvement
|Informal organizations, such as the grapevine, and their characteristics|
How jobs can be re-structured as needs change
|Friday|| Principles of Total Quality Management (TQM)|
Organizational culture and change
|Overview of the five TQM principles|
Pros and cons of implementing TQM
Definition of organizational culture, how to accommodate it in the change process
1. Principles of Organizational Management
Many businesses today are complex systems that require more than ad hoc design and management. In this lesson, you'll discover some of the important principles of organizational management necessary to build a successful organization.
2. Bureaucracy: Max Weber's Theory of Impersonal Management
At a time when organizations were run like families, Max Weber looked for ways to bring a more formalized structure to organizations. Weber created the idea of bureaucratic management where organizations are more authoritative, rigid and structured. This lesson will describe the development of bureaucracy and common characteristics of bureaucratic organizations.
3. Henri Fayol's Management Principles: Managing Departmental Task Organization
Prior to Henri Fayol's development of an administrative theory of management, managers took a scientific approach to work, attempting to maximize productivity by treating their workers like machines. Fayol's 14 Principles of Management focus on the entire organization rather than just the work. This lesson covers the first seven of these principles.
4. Fayol's Theories on Staff Management and Worker Satisfaction
In this lesson, we'll discuss how Henri Fayol's final seven principles play out in the workplace. Using a professional restaurant kitchen as an example, you'll learn about the importance of worker satisfaction and other elements of effective management.
5. Organizational Design and Structure
There is a relationship between organizational design and structure because of different factors. Organizational size, organizational life cycle, strategy, environment and technology work together to form a complete organization.
6. Mechanistic & Organic Organizational Business Structures
Different organizations require different structures. This lesson describes the differences between mechanistic and organic organizational structures by looking at the specifics of organizations.
7. Work Specialization in Organizations
One of the most important decisions an organization will need to make is how to get work done. This lesson will explain the purpose of work specialization in an organization and how it is used to organize separate jobs.
8. Authority in Centralized & Decentralized Organizations
There are several approaches to authority. In this lesson, learn about the centralized organization, where authority is top-down through a chain of command. Contrast that with the decentralized organization, where authority is assigned at different levels in the hierarchy.
9. Types of Traditional Organizational Designs: Simple, Functional & Divisional Designs
Choosing an organizational structure is an ongoing design process. In this lesson, you will learn to identify types of traditional organizational designs, including simple, functional and divisional designs.
10. Types of Contemporary Organizational Designs: Matrix, Team & Network Designs
Choosing an organizational structure is an ongoing design process. In this lesson, you will learn to identify types of contemporary organizational designs, including matrix, team and network designs.
11. Characteristics of Informal Organizations: The Grapevine & Informal Groups
Have you ever thought about how important the relationships you have with your coworkers are to your organization? This lesson will discuss the common elements of informal organizations including their characteristics, informal groups, and the grapevine.
12. Reengineering Jobs for Continuous Improvement
Reengineering jobs for continuous improvement results in dramatic improvements such as streamlined processes, enormous cost savings, and more profit for the company.
13. Five Principles of Total Quality Management (TQM)
Total quality management (TQM) is achieved and becomes part of the overall organizational culture when the five principles - produce quality work the first time, focus on the customer, have a strategic approach to improvement, improve continuously and encourage mutual respect and teamwork - are practiced by all employees.
14. Implementing Total Quality Management (TQM) in an Organization
When an organization adopts total quality management, they are really creating a new culture of customer satisfaction and quality products and services utilizing the skills of highly qualified employees and strong supplier relations to meet and exceed organizational goals.
15. Organizational Culture and Change
Organizational change involving altering processes and systems within a company often affects the existing group norms, beliefs and values. This makes change a challenge for managers. There are tactics managers can use to institute change in a positive and welcoming way.
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