1. An organization's structure must be aligned with its strategy to achieve goals. Structure supports strategy.
2. There are different types of organizational structures including functional, divisional, process, and matrix. A functional structure groups employees by department while a divisional structure separates larger companies into smaller divisions.
3. Organizations have three levels of management - top-level managers oversee the organization, middle managers execute plans, and first-level managers directly supervise employees. Each level has different responsibilities.
OFFICE_ADMINISTRATION AND MANAGEMENT (OAM).pptBrianChege13
The document discusses office administration and management. It defines office administration as overseeing day-to-day office operations, which is usually the responsibility of an office administrator. Office management involves planning, organizing, designing, and controlling employees to achieve company goals. An office administrator focuses on running technical office operations, while an office manager focuses on supporting and motivating employees. The document also discusses organizational structure, describing line, line-and-staff, matrix, and team structures. Factors like company size and products/services affect which structure is appropriate.
organisation structure-definition,determinents,importance and types.pptxNishabagad
Organizational structure refers to how job tasks are formally divided, grouped and coordinated within an organization. The document discusses several types of organizational structures including functional, product, line, line and staff, market, geographic, matrix, and virtual structures. It also outlines key determinants of organizational structure such as objectives and strategy, environment, technology, people, and size. The structure influences employee behavior, relationships, motivation and performance within an organization.
fundamentals of management and organizationpavicsbs
The document discusses organization and organization design. It defines organization as a collection of people working towards common goals and objectives. There are two broad categories of organization - formal and informal. Organization design is the process of structuring an organization to help it achieve its goals. It involves team formations, decision-making processes, communication methods and more. The document outlines 10 principles of organization design and discusses different types of organization structures like hierarchical, functional, horizontal, divisional, matrix and team-based structures. It provides details on formal organization, its types and structures.
The document discusses the process of management. It defines management according to several authors and outlines the key functions of management as planning, organizing, directing, and controlling. It then elaborates on each of these functions, explaining what they involve at a high level. For organizing, it covers types of departmentalization including functional, product, customer, geographic, and process. It also discusses concepts like line and staff management, decentralization, and principles of directing. Overall, the document provides a broad overview of the management process and its essential elements.
This document discusses key concepts related to organizational structure and design. It begins by defining an organization as a group of people working together towards common goals. It then outlines the nature of organizations as processes, structures for accomplishing goals, and involving the division and grouping of activities. The document also discusses characteristics of organizations like hierarchy and chain of command. It covers principles of organization such as objectives, coordination, span of control, and specialization. Finally, it discusses types of organizational structures like formal and informal, as well as levels like line, staff, and functional.
Organising is a key management function that ensures the smooth running of an organisation. It establishes structure and relationships between positions to facilitate effective teamwork. There are different perspectives on organisation, including as a group of people, a structure of relationships, a management function, and an ongoing process. Effective organisation requires principles such as division of labour, coordination, authority and responsibility structures, and objectives. The organisation structure shows reporting relationships and is an important tool but must remain dynamic to adapt to changes. Both formal and informal organisation structures naturally emerge in a workplace.
Organization refers to the process of grouping people and resources together to achieve common goals. It involves structuring roles and responsibilities as well as communication channels. There are two main types of organization - formal and informal. Formal organization has a well-defined hierarchy and rules, while informal organization is based on social relationships. An effective organization requires both management to design the structure and employees to carry out plans and responsibilities.
OFFICE_ADMINISTRATION AND MANAGEMENT (OAM).pptBrianChege13
The document discusses office administration and management. It defines office administration as overseeing day-to-day office operations, which is usually the responsibility of an office administrator. Office management involves planning, organizing, designing, and controlling employees to achieve company goals. An office administrator focuses on running technical office operations, while an office manager focuses on supporting and motivating employees. The document also discusses organizational structure, describing line, line-and-staff, matrix, and team structures. Factors like company size and products/services affect which structure is appropriate.
organisation structure-definition,determinents,importance and types.pptxNishabagad
Organizational structure refers to how job tasks are formally divided, grouped and coordinated within an organization. The document discusses several types of organizational structures including functional, product, line, line and staff, market, geographic, matrix, and virtual structures. It also outlines key determinants of organizational structure such as objectives and strategy, environment, technology, people, and size. The structure influences employee behavior, relationships, motivation and performance within an organization.
fundamentals of management and organizationpavicsbs
The document discusses organization and organization design. It defines organization as a collection of people working towards common goals and objectives. There are two broad categories of organization - formal and informal. Organization design is the process of structuring an organization to help it achieve its goals. It involves team formations, decision-making processes, communication methods and more. The document outlines 10 principles of organization design and discusses different types of organization structures like hierarchical, functional, horizontal, divisional, matrix and team-based structures. It provides details on formal organization, its types and structures.
The document discusses the process of management. It defines management according to several authors and outlines the key functions of management as planning, organizing, directing, and controlling. It then elaborates on each of these functions, explaining what they involve at a high level. For organizing, it covers types of departmentalization including functional, product, customer, geographic, and process. It also discusses concepts like line and staff management, decentralization, and principles of directing. Overall, the document provides a broad overview of the management process and its essential elements.
This document discusses key concepts related to organizational structure and design. It begins by defining an organization as a group of people working together towards common goals. It then outlines the nature of organizations as processes, structures for accomplishing goals, and involving the division and grouping of activities. The document also discusses characteristics of organizations like hierarchy and chain of command. It covers principles of organization such as objectives, coordination, span of control, and specialization. Finally, it discusses types of organizational structures like formal and informal, as well as levels like line, staff, and functional.
Organising is a key management function that ensures the smooth running of an organisation. It establishes structure and relationships between positions to facilitate effective teamwork. There are different perspectives on organisation, including as a group of people, a structure of relationships, a management function, and an ongoing process. Effective organisation requires principles such as division of labour, coordination, authority and responsibility structures, and objectives. The organisation structure shows reporting relationships and is an important tool but must remain dynamic to adapt to changes. Both formal and informal organisation structures naturally emerge in a workplace.
Organization refers to the process of grouping people and resources together to achieve common goals. It involves structuring roles and responsibilities as well as communication channels. There are two main types of organization - formal and informal. Formal organization has a well-defined hierarchy and rules, while informal organization is based on social relationships. An effective organization requires both management to design the structure and employees to carry out plans and responsibilities.
This document provides an organizational profile for a privately owned beverage company. It describes the company's products, suppliers, partnerships, competitive environment, strategies, and performance improvement systems. The company aims to deliver quality products and gain a competitive edge through diversification and strategic partnerships with suppliers. Key challenges include competition and operating in a highly regulated environment. The organizational profile is intended to provide a snapshot of the company and help with self-evaluation.
The document discusses organizing structure in organizations. It explains the purpose of organization charts and how factors like strategy, growth, and changes affect an organization's structure. It defines different types of departmentalization and organizational structures including functional, matrix, horizontal, and virtual structures. It also discusses the use and types of committees like boards of directors.
Oranisations & organisational behaviour chap 6Manshi Makati
The document discusses organizational structure and behavior. It describes four principles that determine organizational structure: hierarchy of authority, specialization, standardization, and centralization. It then discusses factors that influence organizational behavior such as organizational culture, power, change, learning, motivation, and attitudes. Finally, it contrasts autocratic and supportive management styles and their impact on information flow within an organization.
The document provides an overview of key management concepts including:
- Definitions of organization from various authors and examples of organizations.
- Managerial roles categorized into interpersonal, informational, and decisional roles.
- The importance of management in achieving goals, utilizing resources optimally, adapting to changes, and generating profits and employment.
- Vertical organizational structure and its advantages of tight control but also limitations like inability to make quick decisions.
- Approaches to organizational structure including virtual, matrix, strategic business units, and team approaches.
- Techniques for management control including traditional methods like budgets and modern methods like return on investment.
- Multidisciplinary and dynamic nature of management
The document provides an overview of organizing and staffing concepts in management. It defines organizing as arranging work to accomplish goals and includes principles of organization like objectives and specialization. It also discusses types of organization structures like functional, line and staff. Staffing involves acquiring and retaining qualified employees and its elements include recruitment, selection, training and performance appraisal. Recruitment is the process of attracting job candidates while selection involves evaluating candidates and hiring.
Organizational Structure Running A Successful BusinessSeta Wicaksana
Every company needs an organizational structure—whether they realize it or not.
The organizational structure is how the company delegates roles, responsibilities, job functions, accountability, and decision-making authority.
The organizational structure often shows the “chain of command” and how information moves within the company.
Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
This document discusses organizational management and leadership theories. It covers management structure and functions including planning, organizing, leading, and controlling. It also discusses marketing functions and their relation to business success. Additionally, it examines talent management and organizational culture and structure and their interrelations. Management can be defined as the process of organizing, decision making, guiding, motivating, and coordinating employees to achieve objectives.
The document discusses various aspects of organizing as a management function. It defines organizing as establishing authority relationships and dividing work among positions. The key steps in organizing are identifying work, grouping work, establishing a hierarchy, delegating authority, and coordinating activities. Organizing is important as it helps achieve goals, optimize resource use, reduce costs, establish a sound organization structure, and adapt to changing environments. The document also discusses different types of organization structures such as line, line and staff, functional, and divisional structures. It compares centralization versus decentralization of authority.
The document discusses functional and product/market organization structures. It describes functional structure as organizing resources by specialized tasks and departments, with advantages being specialization and order but disadvantages including slow decision making. Product/market structure organizes by products and customer groups, allowing a focus on products but with potential for sub-optimization. The document provides details on each structure type, including their suitability for different situations, characteristics, and strengths and weaknesses.
Structural design refers to the way an organization arranges its hierarchy and subsystems to achieve common goals. When designing a management structure, factors like environment, technology, culture, and effectiveness must be considered. There are different types of structural designs like pre-bureaucratic, bureaucratic, functional, and matrix structures, each suited to different organizational needs. Structural design is important because it determines the organizational chart, authority distribution, departmentalization, and flexibility and efficiency of the organization.
The document discusses various topics related to organizational structure design, including:
1. It outlines 10 common types of organizational structures - line, line and staff, functional, committee, matrix, virtual, cellular, team-based, boundaryless, and inverted pyramid.
2. For each structure, it discusses the key characteristics, merits and demerits.
3. Additional concepts covered include formal vs informal organization, departmentalization methods, centralized vs decentralized authority, and organic vs mechanistic structures.
4. The document provides a comprehensive overview of important structural design considerations for organizing people and tasks within an organization.
Discusses the foundations of Organization System - namely Organizational Structure, Organizational Culture, & Organizational Climate. Detail discussion on types organizational structures, building and sustaining organizational culture, distinction between culture and climate
Organisational Structures - Basic Issues and Classical Responses.pptxPriyambadaChoubey1
This document discusses different types of organizational structures and common organizational issues. It describes seven main types of organizational structures - hierarchical, functional, horizontal/flat, divisional, matrix, team-based, and network. It then discusses seven common organizational issues - high turnover, low productivity, poor process management, unclear roles, low customer satisfaction, lack of innovation, and poor teamwork. For each issue, it provides potential causes and solutions organizations can implement to overcome them. The document emphasizes the importance of identifying and resolving organizational issues to create a healthier work environment and increase business performance.
This document discusses different types of organizational structures and their key characteristics. It outlines seven main organizational structures: flat/horizontal, holacratic, flatarchies, flatter, divisional, matrix, and traditional hierarchy. Each structure is defined, with examples provided of how decision making and communication flow. Factors that influence which structure an organization chooses include size, technology/processes, environmental uncertainty, growth speed, and culture.
This document provides an introduction to management information systems (MIS). It discusses fundamental MIS concepts including management, information, and systems. It also covers the basic components of MIS, such as inputs, processing, and outputs. Additionally, it examines the different levels of management, functions of management, and need for information systems in business.
This document provides an overview of organizing principles and processes. It defines organizing as structuring work relationships and responsibilities to achieve objectives. The key principles discussed include clearly defining objectives, dividing work, establishing appropriate spans of control, delegating authority proportionate to responsibility, maintaining flexibility, and decentralizing decision-making. The organizing process involves identifying goals, classifying work, establishing relationships, delegating authority, and coordinating activities. The document also discusses organization architecture, including vertical and horizontal differentiation.
Organizing is a systematic process of structuring tasks, goals, and activities to attain objectives through specialization, division of work, orientation towards goals, and continuity. The key characteristics of organization include specialization of work, composition of individuals and groups, and orientation towards overall goals. Organizing helps achieve goals, make optimal use of resources, facilitate managerial functions, enable growth and diversification, and provide humane treatment of employees.
This document discusses different types of organizational structures including functional, divisional, matrix, networked, and learning organizations. It defines organizing as arranging activities to systematically contribute to goals. Organization charts visually depict reporting relationships. Functional structures group similar occupations, while divisional structures create self-contained units by product, customer, or geography. Matrix structures assign specialists to projects led by managers. Decentralization pushes decision-making to lower levels.
The document is a dictionary of behavioural competencies for jobs at a university. It defines competencies as observable skills, knowledge and traits needed for job performance. Each competency includes a definition and proficiency scale with behavioral indicators for different levels. The dictionary can be used for recruitment, development and performance management. It provides competencies and scales for skills like adaptability, analytical thinking, client focus, communication, and continuous learning to help assess and develop employees.
This document provides information about competencies and behavioral indicators for various positions within the Bassett Unified School District. It includes a competency dictionary that defines competencies and lists them at different mastery levels. For each competency, behavioral indicators are provided as examples of behaviors associated with that competency at each level. The document aims to provide a framework for assessing competencies and positioning employees at the appropriate mastery level based on exhibited behaviors. It covers competencies such as accountability, adaptability, conflict management, and continuous learning among others.
More Related Content
Similar to all related to organization development _OD_.pdf
This document provides an organizational profile for a privately owned beverage company. It describes the company's products, suppliers, partnerships, competitive environment, strategies, and performance improvement systems. The company aims to deliver quality products and gain a competitive edge through diversification and strategic partnerships with suppliers. Key challenges include competition and operating in a highly regulated environment. The organizational profile is intended to provide a snapshot of the company and help with self-evaluation.
The document discusses organizing structure in organizations. It explains the purpose of organization charts and how factors like strategy, growth, and changes affect an organization's structure. It defines different types of departmentalization and organizational structures including functional, matrix, horizontal, and virtual structures. It also discusses the use and types of committees like boards of directors.
Oranisations & organisational behaviour chap 6Manshi Makati
The document discusses organizational structure and behavior. It describes four principles that determine organizational structure: hierarchy of authority, specialization, standardization, and centralization. It then discusses factors that influence organizational behavior such as organizational culture, power, change, learning, motivation, and attitudes. Finally, it contrasts autocratic and supportive management styles and their impact on information flow within an organization.
The document provides an overview of key management concepts including:
- Definitions of organization from various authors and examples of organizations.
- Managerial roles categorized into interpersonal, informational, and decisional roles.
- The importance of management in achieving goals, utilizing resources optimally, adapting to changes, and generating profits and employment.
- Vertical organizational structure and its advantages of tight control but also limitations like inability to make quick decisions.
- Approaches to organizational structure including virtual, matrix, strategic business units, and team approaches.
- Techniques for management control including traditional methods like budgets and modern methods like return on investment.
- Multidisciplinary and dynamic nature of management
The document provides an overview of organizing and staffing concepts in management. It defines organizing as arranging work to accomplish goals and includes principles of organization like objectives and specialization. It also discusses types of organization structures like functional, line and staff. Staffing involves acquiring and retaining qualified employees and its elements include recruitment, selection, training and performance appraisal. Recruitment is the process of attracting job candidates while selection involves evaluating candidates and hiring.
Organizational Structure Running A Successful BusinessSeta Wicaksana
Every company needs an organizational structure—whether they realize it or not.
The organizational structure is how the company delegates roles, responsibilities, job functions, accountability, and decision-making authority.
The organizational structure often shows the “chain of command” and how information moves within the company.
Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
This document discusses organizational management and leadership theories. It covers management structure and functions including planning, organizing, leading, and controlling. It also discusses marketing functions and their relation to business success. Additionally, it examines talent management and organizational culture and structure and their interrelations. Management can be defined as the process of organizing, decision making, guiding, motivating, and coordinating employees to achieve objectives.
The document discusses various aspects of organizing as a management function. It defines organizing as establishing authority relationships and dividing work among positions. The key steps in organizing are identifying work, grouping work, establishing a hierarchy, delegating authority, and coordinating activities. Organizing is important as it helps achieve goals, optimize resource use, reduce costs, establish a sound organization structure, and adapt to changing environments. The document also discusses different types of organization structures such as line, line and staff, functional, and divisional structures. It compares centralization versus decentralization of authority.
The document discusses functional and product/market organization structures. It describes functional structure as organizing resources by specialized tasks and departments, with advantages being specialization and order but disadvantages including slow decision making. Product/market structure organizes by products and customer groups, allowing a focus on products but with potential for sub-optimization. The document provides details on each structure type, including their suitability for different situations, characteristics, and strengths and weaknesses.
Structural design refers to the way an organization arranges its hierarchy and subsystems to achieve common goals. When designing a management structure, factors like environment, technology, culture, and effectiveness must be considered. There are different types of structural designs like pre-bureaucratic, bureaucratic, functional, and matrix structures, each suited to different organizational needs. Structural design is important because it determines the organizational chart, authority distribution, departmentalization, and flexibility and efficiency of the organization.
The document discusses various topics related to organizational structure design, including:
1. It outlines 10 common types of organizational structures - line, line and staff, functional, committee, matrix, virtual, cellular, team-based, boundaryless, and inverted pyramid.
2. For each structure, it discusses the key characteristics, merits and demerits.
3. Additional concepts covered include formal vs informal organization, departmentalization methods, centralized vs decentralized authority, and organic vs mechanistic structures.
4. The document provides a comprehensive overview of important structural design considerations for organizing people and tasks within an organization.
Discusses the foundations of Organization System - namely Organizational Structure, Organizational Culture, & Organizational Climate. Detail discussion on types organizational structures, building and sustaining organizational culture, distinction between culture and climate
Organisational Structures - Basic Issues and Classical Responses.pptxPriyambadaChoubey1
This document discusses different types of organizational structures and common organizational issues. It describes seven main types of organizational structures - hierarchical, functional, horizontal/flat, divisional, matrix, team-based, and network. It then discusses seven common organizational issues - high turnover, low productivity, poor process management, unclear roles, low customer satisfaction, lack of innovation, and poor teamwork. For each issue, it provides potential causes and solutions organizations can implement to overcome them. The document emphasizes the importance of identifying and resolving organizational issues to create a healthier work environment and increase business performance.
This document discusses different types of organizational structures and their key characteristics. It outlines seven main organizational structures: flat/horizontal, holacratic, flatarchies, flatter, divisional, matrix, and traditional hierarchy. Each structure is defined, with examples provided of how decision making and communication flow. Factors that influence which structure an organization chooses include size, technology/processes, environmental uncertainty, growth speed, and culture.
This document provides an introduction to management information systems (MIS). It discusses fundamental MIS concepts including management, information, and systems. It also covers the basic components of MIS, such as inputs, processing, and outputs. Additionally, it examines the different levels of management, functions of management, and need for information systems in business.
This document provides an overview of organizing principles and processes. It defines organizing as structuring work relationships and responsibilities to achieve objectives. The key principles discussed include clearly defining objectives, dividing work, establishing appropriate spans of control, delegating authority proportionate to responsibility, maintaining flexibility, and decentralizing decision-making. The organizing process involves identifying goals, classifying work, establishing relationships, delegating authority, and coordinating activities. The document also discusses organization architecture, including vertical and horizontal differentiation.
Organizing is a systematic process of structuring tasks, goals, and activities to attain objectives through specialization, division of work, orientation towards goals, and continuity. The key characteristics of organization include specialization of work, composition of individuals and groups, and orientation towards overall goals. Organizing helps achieve goals, make optimal use of resources, facilitate managerial functions, enable growth and diversification, and provide humane treatment of employees.
This document discusses different types of organizational structures including functional, divisional, matrix, networked, and learning organizations. It defines organizing as arranging activities to systematically contribute to goals. Organization charts visually depict reporting relationships. Functional structures group similar occupations, while divisional structures create self-contained units by product, customer, or geography. Matrix structures assign specialists to projects led by managers. Decentralization pushes decision-making to lower levels.
Similar to all related to organization development _OD_.pdf (20)
The document is a dictionary of behavioural competencies for jobs at a university. It defines competencies as observable skills, knowledge and traits needed for job performance. Each competency includes a definition and proficiency scale with behavioral indicators for different levels. The dictionary can be used for recruitment, development and performance management. It provides competencies and scales for skills like adaptability, analytical thinking, client focus, communication, and continuous learning to help assess and develop employees.
This document provides information about competencies and behavioral indicators for various positions within the Bassett Unified School District. It includes a competency dictionary that defines competencies and lists them at different mastery levels. For each competency, behavioral indicators are provided as examples of behaviors associated with that competency at each level. The document aims to provide a framework for assessing competencies and positioning employees at the appropriate mastery level based on exhibited behaviors. It covers competencies such as accountability, adaptability, conflict management, and continuous learning among others.
This two-day course on business analysis introduces key concepts and skills. Day 1 covers understanding business needs, planning requirements development, gathering requirements through interviews and workshops, formulating requirements, and ensuring shared understanding of requirements. Reaching consensus is important for sign-off. Business analysis involves understanding the strategic context, stakeholders, and applying a structured process to effectively capture and communicate requirements.
This two-day course on business analysis introduces key concepts and skills. Day 1 covers understanding the business need and strategic direction, planning the requirements development process, gathering information through interviews and workshops, and formulating requirements. Ensuring shared understanding of requirements is also discussed. Techniques for interviews like open and closed questioning, paraphrasing, and identifying significance are covered. The importance of planning the requirements process, listening, and overcoming communication barriers are emphasized. Reaching consensus and signing off on requirements is also addressed.
This document discusses managing corporate performance using the balanced scorecard approach. It introduces the balanced scorecard and explains its four perspectives: financial, customer, internal business processes, and learning and growth. An effective performance management system requires infrastructure, a performance culture, and ongoing processes. A strategy map is used to translate a company's strategy into objectives and measures across the four perspectives. Key performance indicators are identified and monitored through the balanced scorecard to ensure the organization is progressing toward its strategic goals in a balanced manner.
This document provides a detailed 7-step process for planning an audit from scratch when auditing an area that has not been routinely audited before. The steps include: 1) initial audit planning; 2) assessing risks and obtaining subject matter expertise; 3) leveraging the COSO framework; 4) making an initial document request; 5) preparing for a planning meeting; 6) preparing the audit program; and 7) obtaining multiple levels of review and approval of the audit program before beginning fieldwork. Following these steps helps auditors develop a comprehensive audit scope and program to evaluate both the design and operating effectiveness of key controls for important processes that support the organization's objectives.
The document discusses how AI skills are accelerating globally based on an analysis of LinkedIn member profile and job posting data, with skills related to generative AI like ChatGPT growing the fastest; while executives are optimistic that generative AI can increase productivity, professionals are most interested in using AI to reduce administrative tasks and focus on more engaging work; the report also explores how generative AI is starting to be used in different industries and occupations, both reducing routine tasks while creating demand for new specialized skills.
Technological convergence over the next decade is expected to drive unprecedented economic growth through the combining of five major innovation platforms: artificial intelligence, public blockchains, multiomic sequencing, energy storage, and robotics. As these platforms converge, they are projected to transform industries and accelerate global GDP growth to over 7% annually, compared to the 3% historical average. Artificial intelligence in particular is seen as the central catalyst, with its adoption potentially generating over $220 trillion in new equity value by 2030 and annual returns over 40%. This convergence of technologies is presented as a new wave of general purpose technologies that could dwarf the economic impacts of previous industrial revolutions.
Advanced Product Quality Planning (APQP) is a methodology used to develop products and processes to help ensure they will meet customer requirements. It involves 5 phases - Planning, Product Design and Development, Process Design and Development, Product and Process Validation, and Production. The goal is to plan thoroughly at each stage, address potential issues proactively, and validate designs before production to facilitate communication and customer satisfaction.
This document provides a summary of key performance indicators (KPIs) for the operations department of a bakery company for the 2020/2021 year. It discusses quality, cost, delivery, safety, and ethics KPIs. For quality, KPIs such as defects per million opportunities, good manufacturing practices compliance, and number of customer complaints are presented. For costs, KPIs like cost of goods manufactured per unit and employees' costs as a percentage of total manufacturing costs are presented. Delivery KPIs include number of routes and average sales per route per day. Safety KPIs include recordable incidents rate.
This document discusses how AI-powered reskilling using ChatGPT can help organizations prepare their workforce for the future. It outlines the benefits of reskilling such as enhanced productivity, talent retention and innovation. It also provides examples of how ChatGPT can be used for interactive learning and virtual mentoring. The document shares case studies of companies that successfully used ChatGPT for reskilling and concludes by emphasizing the importance of embracing AI technologies and cultivating a culture of continuous learning.
This document provides an overview of Agile project management. It defines Agile as an iterative approach that embraces changing requirements. The key aspects covered include the 12 Agile principles, the typical Agile development cycle of iterative planning, implementation and testing, and the advantages of increased flexibility and faster delivery. Specific methodologies like Scrum and Kanban are described, along with their benefits such as transparency for Scrum, and how to get started with Agile practices.
This document provides an overview of the Vietnam job market and salary trends for 2024. It notes that while 2023 presented economic challenges for Vietnam due to global instability and local difficulties, the economy is on a positive trajectory supported by government measures. The job market remains cautious, with 74% of businesses expecting limited to modest growth and some planning to cut workforces. Key skills in demand include change management, leadership, and digital/technological abilities. The salary guide provides compensation data for various industries in Vietnam.
The document provides an overview of A3 thinking, which is a structured problem-solving approach developed as part of the Toyota Production System. Some key points:
- A3 thinking uses a single A3 sheet of paper to concisely document a problem, analysis, countermeasures, and action plan. It aims to systematically address root causes rather than symptoms.
- The approach supports use of data to understand problems and determine if countermeasures were effective. It can be used to solve problems at all organizational levels from strategic to operational.
- Benefits include promoting collaboration, encouraging learning, helping close the planning-doing gap, and empowering critical thinking. An A3 report owner facilitates the process and incorporates team
The document discusses moving employee engagement efforts into a new era by committing to lasting and meaningful change. It argues that engagement is not just an annual survey project, but rather an ongoing strategic initiative that requires attacking it from all angles throughout the year. The document provides tips for advanced data analysis, such as conducting a drivers analysis to identify the survey questions that have the biggest impact on engagement. It also stresses the importance of tailoring engagement efforts based on segmentation of employee groups.
1. Organizations must tie DEI efforts directly to business outcomes in order to truly prioritize them and avoid failure. Embedding diversity initiatives throughout the organization is key to success.
2. Companies that focus on diversity efforts using data financially outperform those that do not. Research shows benefits like boosting creativity and innovation as well as increased profits.
3. When DEI is interwoven with how success is measured and the CDO is given resources and support, initiatives are more likely to achieve lasting impact and change.
150+ KPI for All Departement [Comperhensive List].pdfnguyenanvuong2007
The document provides a comprehensive list of over 150 key performance indicators (KPIs) for various departments and functions including marketing, social media, sales, operations, customer service, finance, management, project management, HR, IT, and recruitment. It includes example KPIs such as marketing qualified leads, cost per acquisition, net promoter score, social media reach and engagement, lead conversion rate, revenue per employee, customer satisfaction score, budget variance, and time to hire. The KPIs are intended to help employers measure and track important metrics for goal setting, decision making and performance improvement.
The document discusses a list of 100 productivity tips that were compiled from hundreds of online articles. The tips are organized into categories like time management, distractions, email, etc. Each tip provides its utility score out of 100 and difficulty. The document explains that the tips were ranked based on these scores to produce a definitive top 100 list. It encourages the reader to try out different tips to see which ones work best for improving their productivity.
The document provides 64 analytical questions to lead a deep-dive business review organized into 10 questions each for analyzing the marketplace, consumers, competitors, channels, brand, brand finances, and marketing execution. The questions are designed to provide insights on performance, opportunities, strengths, weaknesses, and risks across these key areas to identify challenges and inform strategic decision making.
Our template features a clean, modern design that is both visually appealing and highly functional. The layout is structured to highlight your most relevant qualifications, skills, and experiences in a way that is easy to read and follow. With clearly defined sections, hiring managers can quickly find the information they need, making your application stand out from the rest.
Fully Editable and Customizable
We understand that every civil engineer has a unique career path and set of experiences. That's why our resume template is fully editable and customizable. You can easily modify the sections, headings, and content to best reflect your individual qualifications and career highlights. Whether you’re a seasoned professional with years of experience or a recent graduate entering the field, this template can be tailored to suit your specific needs.
ATS-Friendly Format
In today's competitive job market, many companies use ATS software to screen resumes before they ever reach a human recruiter. Our resume template is designed with ATS compatibility in mind, ensuring that your resume can be parsed correctly by these systems. This means using standard fonts, avoiding complex graphics, and structuring information in a way that ATS algorithms can easily understand, helping you pass the initial screening process.
Web Developer - Fully Editable ATS Resume Template.docxSam Maiyaki
Designed specifically for web developers, this professional and sleek resume template is your key to making a powerful first impression. In today's competitive job market, it's crucial to stand out from the crowd, and our template ensures your skills and experiences shine.
Tailored for Web Developers
Our template is meticulously crafted to highlight the key competencies of web developers. It includes sections dedicated to showcasing your technical skills, projects, work experience, and education. Whether you're a front-end, back-end, or full-stack developer, this template provides a structured and organized format to present your professional journey.
ATS-Friendly Design
In the digital age, many companies use Applicant Tracking Systems (ATS) to filter through resumes. Our template is optimized for ATS compatibility, ensuring your resume passes through automated screenings with ease. We have strategically placed keyword-rich sections that align with common ATS requirements, increasing your chances of landing an interview.
Fully Editable and Customizable
Flexibility is at the core of our resume template. It is fully editable, allowing you to personalize every aspect to suit your unique profile. From changing fonts and colors to adjusting the layout, you have complete control over the design. This customization ensures that your resume not only reflects your professional achievements but also your personal style.
Modern and Professional Layout
The template features a modern and clean layout that balances aesthetics with functionality. Clear headings, concise bullet points, and ample white space make the resume easy to read for both ATS and human recruiters. The professional design helps to highlight your expertise and makes your application stand out.
Easy to Use
Even if you’re not a design expert, our user-friendly template makes it simple to create a polished resume. It comes with detailed instructions on how to edit and customize each section. The template is compatible with popular word processing software, ensuring you can make edits with tools you are already comfortable using.
Immediate Download
Upon purchase, the template is available for immediate download. You can start tailoring your resume right away, ensuring you meet application deadlines and seize job opportunities without delay.
Comprehensive HR Practices and Organizational Culture Analysis: Internship Re...SAI KAILASH R
This detailed report presents an in-depth analysis of HR practices, organizational culture, and operational strategies at Simpson and Co. Limited. Based on my internship experience, it covers recruitment processes, employee training and development, engagement initiatives, leadership styles, ethical standards, team dynamics, and operational efficiency. The insights gained provide a holistic view of the company's commitment to excellence and continuous improvement. Ideal for HR professionals, students, and anyone interested in organizational development and management.
Our "Petroleum Engineer - Fully Editable ATS Resume Template" is meticulously designed to help you stand out and secure your dream job. This template is tailored specifically for petroleum engineering professionals, ensuring your skills, experiences, and accomplishments are highlighted effectively.
Professionally Designed and Customizable
Our resume template features a sleek, professional design that is both visually appealing and easy to read. Every element is fully editable, allowing you to customize the layout, fonts, and colors to match your personal brand. This flexibility ensures that your resume not only stands out but also reflects your unique style and professional identity.
ATS-Friendly Format
In today’s job market, many companies use Applicant Tracking Systems (ATS) to streamline their hiring process. Our template is designed with ATS compatibility in mind, ensuring that your resume passes through these systems without a hitch. We focus on clean formatting, strategic keyword placement, and logical structure to maximize your chances of getting noticed by hiring managers.
Comprehensive Sections
This resume template includes all the essential sections needed for a petroleum engineer, such as:
Professional Summary: A concise overview of your career highlights and what you bring to the table.
Skills: A detailed list of your technical skills and competencies relevant to petroleum engineering.
Work Experience: Structured sections to detail your professional experience, showcasing your achievements and contributions in previous roles.
Education: Highlighting your academic background and any relevant certifications.
Projects and Publications: Space to detail key projects you’ve worked on and any publications or papers you’ve authored.
User-Friendly and Time-Saving
We understand that crafting the perfect resume can be time-consuming. Our template is designed to be user-friendly, enabling you to quickly and easily input your information. The clear guidelines and predefined sections ensure that you can create a professional resume without any hassle.
Boost Your Job Search
In a competitive field like petroleum engineering, a well-crafted resume can make all the difference. Our "Petroleum Engineer - Fully Editable ATS Resume Template" is the tool you need to make a lasting impression and advance your career. It’s perfect for both seasoned professionals and recent graduates looking to break into the industry.
Easy to Use
Simply download the template, open it in your preferred word processing software, and start customizing. It’s compatible with Microsoft Word, Google Docs, and other popular formats.
Take the Next Step
Elevate your job search with a resume that’s as professional and dynamic as you are. Download the "Petroleum Engineer - Fully Editable ATS Resume Template" today and take the first step towards landing your dream job.
Harvard Business Review: How TA is transforming with AI and automationPragasit Thitaram
Harvard Business Review: How TA is transforming with AI and automation.
=====
People are every organization’s greatest asset, and having the right mix of skills and experience is key to sustained business success. Harvard Business Review Analytic Services conducted a global survey of 326 respondents familiar with their organization’s talent acquisition process, and present their findings on the future of the industry.
Webinar - Compensation Data Demystified: Unveiling Expert InsightsPayScale, Inc.
Join a panel of compensation data experts from Empsight, Avnet, Orlando Health, and Payscale as they discuss best practices and advice for effectively selecting and using salary data.
Our "Software Developer - Fully Editable ATS Resume Template" is designed to help you showcase your skills, experience, and achievements in a way that captures the attention of hiring managers and easily passes through Applicant Tracking Systems (ATS).
Professional and Modern Design
This resume template offers a sleek, professional design that balances aesthetics with functionality. The clean, modern layout ensures that your information is presented in an organized and readable manner. Key sections such as Contact Information, Professional Summary, Skills, Work Experience, Education, and Certifications are strategically placed to highlight your most relevant qualifications.
Fully Editable and Customizable
Our template is fully editable and customizable, allowing you to tailor every detail to fit your personal brand and career goals. Whether you are a seasoned developer or just starting out in your career, you can easily modify the template to reflect your unique journey. The flexibility of this template ensures it can accommodate various levels of experience and specialties within the software development field.
Optimized for Applicant Tracking Systems (ATS)
One of the biggest challenges in job hunting today is creating a resume that is both eye-catching to human recruiters and compliant with ATS requirements. This template is meticulously crafted to include the right balance of keywords and formatting that ATS software looks for. This means your resume will be more likely to make it through the initial screening process, increasing your chances of landing an interview.
Highlight Your Technical Skills
The template includes dedicated sections for technical skills, programming languages, tools, and technologies. You can list your proficiency levels and provide examples of projects where you’ve applied these skills. This not only demonstrates your technical expertise but also gives potential employers a clear picture of what you bring to the table.
Showcase Your Achievements
In the competitive field of software development, it’s essential to demonstrate the impact of your work. Our resume template includes sections where you can highlight your key achievements and contributions to previous projects. Quantifying your accomplishments with metrics and specific outcomes can significantly boost your resume’s effectiveness.
Easy to Use
Even if you’re not a design expert, our template is user-friendly and straightforward to use. It comes with detailed instructions and tips on how to fill out each section. You can easily update your information and keep your resume up-to-date with minimal effort.
Compatible with Multiple Formats
The template is compatible with popular word processing software, including Microsoft Word and Google Docs. This makes it easy to edit and ensures that your resume maintains its format and style across different platforms.
2. Organization
•
A business organization is an individual or group of people that collaborateto achieve
certain commercialgoals. Some business organizations are formed to earn income for
owners. Other business organizations, called nonprofits (Non-profit Organization, NPO
are formed for public purposes. These businesses often raise money and utilize other
resources to provide or support public programs.
4. Organization
•
Structureis not simply an organization chart. Structure is all the people, positions,
procedures, processes, culture, technology and related elements that comprise the
organization.
It defines how all the pieces, parts and processes work together .This structure must be
totally aligned with strategy for the organization to achieve its mission and goals.
Structure supports strategy. If an organization changes its strategy,it must change its
structure to support the new strategy. Strategy follows structure. When an organization
changes its structure and not its strategy, the strategy will change to fit the new structure.
Strategy follows structure. Suddenly managementrealizes the organization's strategy has
shifted in an undesirable way.
5. Organization
•
Structure
The choice of organizational structure reflects where decisions are made, how work gets
completed, and ultimately how quickly and cheaply the firm's products can be made.
Organizational structuredetermines how the roles, power and responsibilities are
assigned, controlled, and coordinated, and how information flows between the different
levels of management.
6. Organization
•
Span of ControlSpan of control (span of managementor span of authority) is an upper
limit to the number of subordinates who can be effectively supervised by one person.
Beyond a certain number of subordinates, the effectiveness and efficiency of supervision
decreases. Flat organizational structures have relatively few levels from top to bottom.
Thus, they have wide spans of control. Flat structures provide fast information flow from
top to bottom of the organization and increased employee satisfaction. Tall
organizational structures have many levels between top and bottom. Hence, they have
relatively
7. Organization
•
Flat organizational structures
.1
few levels from top to bottom.
.2
they have wide spans of control.
.3
provide fast information flow
from top to bottom of the
organization.
.4
increased employee satisfaction.
•
Tall organizational structures
.1
have many levels between top
and bottom.
.2
narrow spans of control.
.3
Tall structures are faster and
more effective at problem
resolution.
.4
increased frequency of
interaction between superior
and subordinate.
.5
the greater order imposed by the
hierarchical structure.
10. Organization
•
Type of structure:
1-FunctionalStructure
is set up so that each portion of the organization is grouped accordingto its purpose. In
this type of organization, for example, there may be a marketing department, a sales
department and a production department. works very well for small businesses in which
each department can rely on the talent and knowledge of its workers and support itself.
However, one of the drawbacks to a functional structure is that the coordination and
communication between departments can be restricted by the organizational boundaries
of having the various departments working separately.
12. Organization
•
Type of structure:
2-DivisionalStructure
is used in larger companies that operate in a wide geographic area or that have separate
smaller organizations within the umbrella group to cover different types of products or
market areas. The benefit of this structure is that needs can be met more rapidly and more
specifically; however, communication is inhibited because employees in different divisions
are not working together. Divisional structure is costly because of its size and scope. Small
businesses can use a divisional structure on a smaller scale, having different offices in
different parts of the city, for example, or assigning different sales teams to handle
different geographic areas.
14. Organization
•
Type of structure:
3- ProcessStructure
The process structure divides up the organization around processes, such as research,
manufacturing and sales. Unlike a purely functional structure, a process-based organization
considers how the different processes relate to each other and the customer. The sales
process doesn't begin until the manufacturing process produces something to sell;
manufacturing, in turn, waits on research and development to create the product. Process-
based structures are geared to satisfying the customer -- the end result of all the processes
- but they only work if managers understand how the different processes interact.
15. Organization
•
Type of structure:
4-Matrix Structure
The third main type of organizational structure, called the matrixstructure, is a hybrid of
divisional and functional structure. Typically used in largemultinational companies, the
matrix structure allows for the benefits of functional and divisional structures to exist in
one organization. This can createpower struggles because most areas of the company will
have a dual management--a functional managerand a product or divisional manager
working at the same level and covering some of the same managerialterritory ,A matrix
structure is a blend of functional and project-based organizations that maximize the
strength of each structure. There are three types of matrix organizations:
16. Organization
•
Type of structure:
4-Matrix Structure
•
Weak :arecharacterized by projects that have part-time members, limited control over
authority, budget and decisions and multiple lines of responsibility..
•
Strong:have dedicated resources, internal control of budget, and moderate levels of
control over assets, resources and decision-making authority.
•
Balanced : represent shared leadership between functional managers and project
managers.
19. Organization
•
Levelsof Management
In organizations, there are generally three different levels of managers:first-level
managers, middle-level managers, and top-level managers.These levels of managers are
classified in a hierarchy of importanceand authority and are also arranged by the different
types of managementtasks that each role does. In many organizations, the number of
managers in every level resembles a pyramid, in which the first-level has many more
managers than middle-level and top-level managers, respectively Each managementlevel
is explained below in specifications of their different responsibilities and likely job titles.
20. Organization
•
Top-levelmanagersTypically consist of board of directors, president, vice-president,
chief executive officers. etc.
•
These individuals are mainly responsible for controlling and overseeing all the
departments in the organization. They develop goals, strategic plans, and policies for the
company, as well as make many decisions on the direction of the business in addition,
top level managers play a significant role in the mobilization of outside resources and are
for the most part responsible for the shareholders and general public.
21. Organization
•
Middle-levelmanagers
consist of general managers, branch managers, department managers. These individuals
are mainly responsible to the top managementfor the functioning of their department.
Their roles can be emphasized as executing plans of the organization in conformance with
the company's policies and the objectives of the top management, they define and discuss
information and policies from top managementto lower management, and most
importantly they inspire and provide guidance to lower-level managers towards better
performance.
22. Organization
•
Middle-levelmanagers
Some of their functions are as follows:
•
Designing and implementing effective group and information systems.
•
Defining and monitoring group-level performance indicators.
•
Diagnosing and resolving problems within and among work groups.
•
Designing and implementing rewardsystems that support cooperative behaviors.
23. Organization
•
First-levelmanagers
Typically consist of supervisors, section officers, foreman, etc. These individuals focus more
on the controlling .For instance, they, assign tasks and jobs to employees, guide and
supervise employees on day-to-day activities, look after the quantity and quality of the
production of the company, make recommendations,suggestions, and communicate
employee problems to the higher level above, etc. In this level, managers are the "image
builders" of the company considering they are the only ones who have direct contact with
employees .
25. Organization
•
Vision, Mission,and Value
A mission statement is a guiding light for a business and the individuals who run the
business. It is usually made up of three parts:
26. Organization
•
Vision (big pictureidea of what you want to achieve)
Your vision communicates what your organization believes are the ideal conditions for your
organization .This utopian dream is generally described by one or more phrases, which are
brief proclamationsthat convey the organization's dreams for the future. By developing a
vision statement, your organization makes the beliefs and governing principles of your
organization clear to the greatercommunity (as well as to your own staff, participants, and
volunteers).
27. Organization
•
Mission (generalstatementof how youwill achieveyour vision)Developing mission
statements are the next step in the action planning process. An organization's mission
statement describes what the group is going to do, and why it’s going to do that. Mission
statements are similar to vision statements, but they're more concrete, and they are
definitely more "action-oriented" than vision statements. The mission might refer to a
problem without going into a lot of detail. They startto hint very broadly at how your
organization might go about fixing the problems it has noted.
28. Organization
•
Value (how youwill behaveduringthe process)
The only way we can create an amazing future for our communities is if we do our work in
a way that reflects universally shared values. This ensures we do not squander our time
and resources rationalizing our actions. It helps to ensure we are not potentially
squandering our community's goodwill.
29. Organization
•
SituationAnalysis (SWOT Analysis)
SWOT Analysis is a useful technique for
understandingyoursituation including your
Strengths and Weaknesses, and both the
Opportunities open to you and the Threats
you face. The aim of any SWOT Analysis is to
identify the key internal and external factors
that are important to achieving the objective.
These come fromwithin the company's
unique value chain.
30. Organization
•
InternalAnalysis(Strengthand Weakness)
This team examines the capabilities of the organization (or of the strategy, if the group has
already developed and prioritized strategies). This is done by identifying the strengths and
weaknesses.
31. Organization
•
ExternalAnalysis(Opportunityand Threat)
This team will examine the context or environment in which the organization operates,
such as partner agencies, authorizing environment, stakeholders, and the influence of
economic or other demographic trends. The purpose of this analysis is to identify external
factors that could in the future create opportunities for the organization
33. Organization
•
Group Dynamic
A group can be defined as several individuals who come
together to accomplish a particular task or goal. In
organizations, you may encounter different types of groups.
Informal work groups made up of two or more individuals
who are associated with one another in ways not prescribed
by the formal organization. For example, a few people in the
company who get together to play tennis on the weekend
would be considered an informal group. A formal work group
is made up of managers, subordinates, or both with close
associations among group members that influence the
behavior of individuals in the group
雅虎竞拍
煤炉代买
paypay商城
乐天二手
日本亚马逊
乐天新品
ZOZOTOWN
