Course Module: Managing large scale organisations
Course Topic: Characteristics of large scale organisations
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Course Module: Managing large scale organisations
Course Topic: Characteristics of large scale organisations
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Course Module: Assessment
Course Topic: Business Management 1 - Assessment
Comment: its is the best course i have * free and highly educative

Module: Management structures and objectives
Topic: Corporate culture
Comment: Corporate culture may be formal or informal depending on * of the organization. Corporate culture is based on 'the system of
shared values' that exists within the corporate structure of * 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 *

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 * 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 * 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 * 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 * structure - specialization within the organization which relies on a vertical or a pyramid style of power, authority and * divisional and matrix structures - specialization within the organization which relies on a horizontal style of power, authority and * 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 * 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 * 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.

Module: Evaluating organisational perfomance
Topic: Evaluaton of organisational performance
Comment: Evaluating * 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 * 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.

Module: Managing large scale organisations
Topic: Business environments
Comment: Large-scale organizations do not operate within a vacuum, they operate within constantly changing commercial and non-commercial environments and they are non-static, they are dynamic and operate within an open system. Therefore managers in such organizations should understand the environment within which they operate so that they can make significant impacts within their environment of operation, while ensuring necessary changes, continued success and the attainment of organizational goals and objectives. Management obviously has a significant impact on the way that the organization operates and functions, through the management functions previously * organizations operate within two broad environments - the internal environment and the external environment. The external environment may be divided into the task environment and the general environment. There are also three major sectors or contributors to the internal environment which may impact the organization – * * of productivity and dedication to work) and the * the way in which things are done) of the that particular organization.

Module: Managing large scale organisations
Topic: Contributions of large-scale organisations to the economy
Comment: Large- scale organization are significant contributors to the economy of the country and hence government takes great interest, because government benefits from them through taxation systems , while members of the communities of which they operate, benefit employment opportunities and are able to attain minimum levels of welfare. Like a food chain, various organizations benefit from each other, in order to attain optimal service delivery levels, they exist to support each other. Hence when an * levels of operation are compromised and it is faced with a down turn and down size, the community in which it operates is also by and large affected. In most cases through corporate social responsibility activities and initiatives, community heritage is maintained.

Module: Managing large scale organisations
Topic: Specific management functions
Comment: An HR manager should recruit skilled and experienced members of staff, in order to attain organizational strategic objectives and goals. Managers in various areas of expertise should ensure that their various departments are working towards a common goal, which is to lead their subordinates in attaining the organisation's strategic and operational functions.

Module: Managing large scale organisations
Topic: POLC CCM
Comment: Planning is essential to achieve long-term and short-term strategic goals of the * insures availability of resources for optimized performance and service * is meant to guide strategic * ensures optimal performance and delivery of quality * is for information sharing with both internal and external * and innovation enhances effectiveness and efficiency

Module: Managing large scale organisations
Topic: Distinguishing large-scale organisations
Comment: there are public entity and private entity. Public entities are obligated to the communities in which they operate. private sector, we are looking at profit oriented enterprises, that serve their own interests and generally driven by the country's gross domestic profits and overall Global market and financial standings. They are not community obligated.

Module: Managing large scale organisations
Topic: Distinguishing large-scale organisations
Comment: In this section, there are various ways to classify organizations, and the first would be its community obligations; for instance, public entity or private entity. Public entities are partly owned by the communities in which they operate, hence service provision should serve their interests, as government enterprises. Services such as hospitals and provision of roads are often viewed as projects implemented with the tax payer's funds, which provide services to the cost of nothing. We also have three categories of government entities; general * non-market goods and services, Public trading * market goods which meet community service obligations and public financial services e.g government loan schemes, banks and insurance offices.
Now when we talk of the private sector, we are looking at profit oriented enterprises, that serve their own interests and generally driven by the country's gross domestic profits and overall Global market and financial standings. They are not community * scale organizations are also distinguished according to the industries of which they belong, they can be primary or secondary, and they can be manufactures or service providers. They can also be distinguished in accordance to their legal or non-legal liability, their size, in terms of staff complement, turnover and levels of productions.

Module: Managing large scale organisations
Topic: Distinguishing large-scale organisations
Comment: In this section, there are various ways to classify organizations, and the first would be its community obligations; for instance, public entity or private entity. Public entities are partly owned by the communities in which they operate, hence service provision should serve their interests, as government enterprises. Services such as hospitals and provision of roads are often viewed as projects implemented with the tax payer's funds, which provide services to the cost of nothing. We also have three categories of government entities; general * non-market goods and services, Public trading * market goods which meet community service obligations and public financial services e.g government loan schemes, banks and insurance offices.
Now when we talk of the private sector, we are looking at profit oriented enterprises, that serve their own interests and generally driven by the country's gross domestic profits and overall Global market and financial standings. They are not community * scale organizations are also distinguished according to the industries of which they belong, they can be primary or secondary, and they can be manufactures or service providers. They can also be distinguished in accordance to their legal or non-legal liability, their size, in terms of staff complement, turnover and levels of productions.

Module: Managing large scale organisations
Topic: Characteristics of large scale organisations
Comment: This part of the module exhibits characteristics of organisations based on operational scales, be it they are a small, medium or large enterprise. and there rules of classification are exhaustiveness and exclusivity.

Module: Managing large scale organisations
Topic: Characteristics of large scale organisations
Comment: This part of the module exhibits characteristics of organisations based on operational scales, be it they are a small, medium or large enterprise. and there rules of classification are exhaustiveness and exclusivity.