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Course Module: Managing large scale organisations
Course Topic: Characteristics of large scale organisations
Comment: A clear cut definition of Organisational * can be classified into four categories: i. micro ii. small iii. medium andn iv. Large depending on individual *

Course Module: Management structures and objectives
Course Topic: Management structures
Comment: woow, I love this course as it has broaden up my mind.

Course Module: Management styles
Course Topic: Characteristics of management styles
Comment: Characteristics of management styles


Each manager develops their own particular management style of operating.

Whilst the functions and roles that managers have to perform follows a fairly uniform path, the manner in which they implement and exercise these various functions and roles varies from manager to manager. Each manager develops their own particular management style of operating. However, it is possible to see certain common characteristics in management styles exhibited by managers and, as a result, it is possible to group or to classify management styles into specific categories based on these common * characteristics that may be used to distinguish between management styles include:

C - centralisation - degree of centralisation. This characteristic relates to the distribution of power and authority within the organisation, whether it is highly centralised and administered by a single or a small number of managers or if it is highly decentralised and administered by a large number of managers. The span of control (the number of employees and tasks that the manager has responsibility for) is linked to this characteristic. The more centralised the power base, then the greater the span of control. The extent of the span of control can be seen in the organisational chart and the number of managerial levels and the number of managers at each of those levels.

O - orientation. This characteristic relates to the extent to which the manager is task-oriented as opposed to * that is, what the manager sees as their core priority or responsibility. This characteristic is used to categorise managers according to the priority they place on getting the job done at any cost as opposed to taking into account the impact that the tasks may have on the employees.

M - motivation. This characteristic relates to the extent to which the managers use purely material incentives, as opposed to non-material incentives, when attempting to motivate employees to enhance or to increase their performance levels or, simply, to remain with the organisation. This characteristic also looks at the extent to which the manager rewards individual employees, as opposed to groups or teams of employees, and also rewards not only the output of employees but also their input into the processes.

D - * This characteristic relates to the extent to which the manager makes all decisions personally or allows the employees to have some degree of input into the decision-making process. Some managers will make all decisions themselves without any input from employees and, at the other extreme, some managers will allow employees to make all the decisions and will only make decisions in regard to timelines and resource levels and allocations.

A - attitude. This characteristic relates to the extent to which the manager is concerned with the professional and the personal development of the employees as opposed to simply treating the employee like a number to be used accordingly. This characteristic looks at the degree to which the manager adopts a holistic approach to the individual employee, adopts a caring attitude and is concerned with both professional and personal * - communication. This characteristic relates to the extent to which the manager adopts open communication channels which are used for communicating with other managers and employees as opposed to closed information giving channels directed downwards from managers to employees. It also relates to the specific mediums used within these communication channels, e.g. memos as opposed to forums and * characteristics may be used to distinguish between and to contrast the various management styles that may be adopted by managers.

Course Module: Management structures and objectives
Course Topic: Management structures and objectives
Comment: Business Management - Management structures and objectives

Management structures and objectives

Vertical management * management * resource covers management structures and objectives. It looks at the
corporate culture - and managment roles within that culture - as well * charts and policy development. This unit of work begins by
looking at organisational * are many different forms that these organisational charts may take.
The specific form drawn up by the organisation may be based on one of the
following types:

* hierarchical structure - specialisation within the organisation which
relies on a vertical or a pyramid style of power, authority * functional, divisional and matrix structures - specialisation within
the organisation which relies on a horizontal style of power, authority * functional structure or chart separates out the main areas * for various functions within the organisation. These areas
(as covered and discussed in section _Different forms of * and their management functions)_ may include:

* Human Resources

* Operations

* Marketing and Public Relations

* Banking and Finance

* General * functional structure or chart separates out the main areas * based on the various departments of sections of * These departments may be based, in turn, on the types of
products manufactured or sold by the organisation; the various locations
from which the organisation operates; or the types of customers that * services or supplies.

The functional structure or chart separates out the main areas * based on projects that the organisation is currently working
on.

Course Module: Managing large scale organisations
Course Topic: Business environments
Comment: A nice * my business understanding. Am sure after completion of this course I will be .....wow!!!

Course Module: Managing large scale organisations
Course Topic: Specific management functions
Comment: in the content am able to distinguish the kinds of organizations their different functions, * and operations.
am also able to know functions of HR managers in large scale organizations according to there role

Course Module: Managing large scale organisations
Course Topic: Distinguishing large-scale organisations
Comment: I wish to start my own company after completion of this course.will i get hard copies of this courseI.e study content or only on mail.
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