Module: Management structures and objectives
Topic: Corporate culture
Comment: Corporate culture may be formal or informal depending on the
expectations of the organization. Corporate culture is based on 'the system of
shared values' that exists within the corporate structure of an
organisation. It is a set of common values and norms that form the basis for all work practices
and procedure. Corporate culture for an organisation enables a sense of
belonging. There are many signs or symbols that tell us about the corporate culture of an organisation

Module: Management structures and objectives
Topic: Management uses of objectives
Comment: Management uses these objectives to clearly define employees and management levels, their tasks targets to be achieved. These objectives will then be used to measure or assess performance of the organisation as a whole. There are a number of advantages why an organisation should establish its objectives; to set out performance expectations; communication channels; planning levels(strategic, tactical and operational) and standards

Module: Management structures and objectives
Topic: Goals and objectives
Comment: Every organization is established with specific purpose or objective. Some have multiple objectives to achieve. It does not matter whether the organization is part of the public sector or the private sector, both will have their specific objectives that they want to achieve.
Guiding goals and objectives are normally formulated in the form of a mission or vision statements, which summarized in a concise and precise manner, the core objective(s) of the organization. It is a statement relating to what the business intends to do or to achieve both in long-term or short-term basis. However, the mission or vision statement is established as a long-term objective.
Once the mission or vision has been formulated, the next level of management within the organization will establish their own objectives. The senior management team will formulate the core drivers for their section of the organization. These core drivers should mirror the mission/vision statement. These objectives will be mid-term in nature and will in turn be used by the next level of management when formulating their own objectives.
This process goes on till the last level of management or level of authority or responsibility within an organization.

Module: Management structures and objectives
Topic: Management structures and objectives
Comment: This section covers management structures and objectives, looks at the corporate culture - and management roles within that culture - as well as organizational charts and policy development. Organizational charts may be based on the following:
1) Hierarchical structure - specialization within the organization which relies on a vertical or a pyramid style of power, authority and decision-making

2) Functional, divisional and matrix structures - specialization within the organization which relies on a horizontal style of power, authority and decision-making
The functional structure or chart separates out the main areas of responsibility for various functions within the organization. These areas may include: Human Resources; Operations; Marketing and Public Relations; Banking and Finance; General Administration.
The functional structure separates out the main areas of responsibility based on the various departments or sections within the organization

Module: Management structures and objectives
Topic: Management structures
Comment: Teamwork at management level produces common goals and directions, organisational functions s are normally guided by organisational chart, which is set out in diagrammatic fashion, indicating various the roles and responsibilities of managers , the distribution of power and authority and highlighting levels of delegation and accountability, in order to attain efficient and effective operations geared towards obtaining its strategic goals and objectives.

Module: Evaluating organisational perfomance
Topic: KPIs
Comment: KPIs that large-scale organizations commonly use to measure their performance include: level of profit, return on investment, return on assets, level of staff turnover, level of customer satisfaction and number of customer complaints

Module: Evaluating organisational perfomance
Topic: Evaluaton of organisational performance
Comment: There are numerous ways organizations collect data; An evaluation or assessment of an organisation's performance needs to be measured to ensure that both long-term and short-term organizational objectives are being met, as well as ensure that its resources are adequately being used to insure attainment of those goals and that the objectives are evaluated constantly to measure their relevance, in relation to the socio-economic and political being of the communities they operate within. Individual / team employee performances have to be measured.
There are three stages to the evaluation; 1) WHAT (do we intend to measure); 2) HOW (do we
intend to measure those indicators or criteria; 3) establish what we intend to do with the outcomes of the evaluation process. Organizations would often look at their principal objectives, their core functions, and the key elements of their policies, then prioritize the key indicators they want to measure. A specific criterion is established, in order to quantify or qualify the findings.
Quantitative indicators are 'objective', as they measure aspects of performance that are quantifiable and are not subjective to variation, once they have been defined. e.g the number of employees, profit levels, number of industrial accidents and number of customer complaints.
Qualitative indicators are, subjective in nature and vary according to who is providing the information, e.g. the level of customer satisfaction, the level of employee satisfaction, or the level of customer service. In this case, key performance indicators (KPIs) are used to measure the key objectives or elements of organizational policies. Data collection methods options can be used, such as - statistical research, survey, observation, questionnaire, and benchmarking. The data collected is then analyzed to reach a conclusion.