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    Formal communication in organizations occurs through established channels like works councils or unions, while informal communication spreads through gossip. Managers can gain useful information this way but it's not always accurate. Organizations sometimes use a mix of centralized and decentralized approaches - for example, centralizing accounting but decentralizing recruitment. Democratic managers delegate authority to empower employees, who complete tasks using their own methods but must meet deadlines. This motivates employees and improves decision-making, though it can slow decisions as workers must be consulted. Some employees may take advantage by not working as hard.

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    Formal communication in organizations occurs through established channels like works councils or unions, while informal communication spreads through gossip. Managers can gain useful information this way but it's not always accurate. Organizations sometimes use a mix of centralized and decentralized approaches - for example, centralizing accounting but decentralizing recruitment. Democratic managers delegate authority to empower employees, who complete tasks using their own methods but must meet deadlines. This motivates employees and improves decision-making, though it can slow decisions as workers must be consulted. Some employees may take advantage by not working as hard.

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    Formal communication in organizations occurs through established channels like works councils or unions, while informal communication spreads through gossip. Managers can gain useful information this way but it's not always accurate. Organizations sometimes use a mix of centralized and decentralized approaches - for example, centralizing accounting but decentralizing recruitment. Democratic managers delegate authority to empower employees, who complete tasks using their own methods but must meet deadlines. This motivates employees and improves decision-making, though it can slow decisions as workers must be consulted. Some employees may take advantage by not working as hard.

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    Download as DOC, PDF, TXT or read online from Scribd
    Download as doc, pdf, or txt
    412 views2 pages

    Wordle

    Uploaded by

    scochy
    Formal communication in organizations occurs through established channels like works councils or unions, while informal communication spreads through gossip. Managers can gain useful information this way but it's not always accurate. Organizations sometimes use a mix of centralized and decentralized approaches - for example, centralizing accounting but decentralizing recruitment. Democratic managers delegate authority to empower employees, who complete tasks using their own methods but must meet deadlines. This motivates employees and improves decision-making, though it can slow decisions as workers must be consulted. Some employees may take advantage by not working as hard.

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    Formal communication occurs when channels of communication are used which have been established by the firm.

    This may be when workers communicate with managers via works councils or trade union representatives. Informal communication is often known as communication through the grapevine and it can be useful for a manager as they can hear some useful and interesting information which they would not from official channels. This can often be akin to gossiping and it can transmit information quickly but not always accurately Organisations may also decide that a combination of centralisation and decentralisation is more effective. For example functions such as accounting and purchasing may be centralised to save costs. Whilst tasks such as recruitment may be decentralised as units away from head office may have staffing needs specific only to them. A democratic manager delegates authority to his/her workforce, giving them responsibility to complete the task given to them (also known as empowerment). Employees will complete the tasks using their own work methods. However, the task must be completed on time. Employees are involved in decision making giving them a sense of belonging and motivating individuals. Because workers feel a sense of belonging and are motivated the quality of decision making and work also improves. Although popular in business today, a democratic management style can slow decision making down because workers need to be consulted. Also some employees may take advantage of the fact that their manager is democratic by not working to their full potential and allowing other group members to 'carry' them.

    Role of Managers Managers are building blocks of the organization. A manager performs five basic functions Planning, organizing, staffing, directing and controlling. At all the levels of management we have managers working there and performing one or more of these managerial functions. A manager's main task is to achieve effective utilization of resources in an organization. He achieves so through coordinated human efforts. A manager has a very important role to play in achieving organizational objectives. He is responsible for aligning the individual's objectives with the organizational objectives. This is very essential for achieving long-term organizational success. A Manager is the one who communicates organizational vision to the employees of the organization. He should ensure that there is effective communication flow in an organization and that there should no misinterpretations taking place. A manager has crucial role to play in decision making process in an organization. He has to decide how to bring and communicate organizational changes. One of the major tasks of a manager is setting up of organizational goals. He has to be in close contact with the employees of the organization. He should understand them and motivate them. He should encourage them so that they can perform effectively. He should praise them when they show brilliant performance and on bad performance, he should give them constructive feedback rather than negative feedback. He should provide them online support and coaching.

    Managers are organizational members who are responsible for the work performance of other organizational members. Managers have formal authority to use organizational resources and to make decisions. In organizations, there are typically three levels of management: top-level, middle-level, and first-level. These three main levels of managers form a hierarchy, in which they are ranked in order of importance. In most organizations, the number of managers at each level is such that the hierarchy resembles a pyramid, with many more first-level managers, fewer middle managers, and the fewest managers at the top level. Each of these management levels is described below in terms of their possible job titles and their primary responsibilities and the paths taken to hold these positions. Additionally, there are differences across the management levels as to what types of management tasks each does and the roles that they take in their jobs. Finally, there are a number of changes that are occurring in many organizations that are changing the management hierarchies in them, such as the increasing use of teams, the prevalence of outsourcing, and the flattening of organizational structures. ==========
    The marketing mix principles (also known as the 4 ps.) are used by business as tools to assist them in pursuing their objectives. The marketing mix principles are controllable variables, which have to be carefully managed and must meet the needs of the defined target group. The marketing mix is apart of the organisations planning process and consists of analysing the defined: Product strategies. How will you design, package and add value to the product. When an organisation introduces a product into a market they must ask themselves a number of questions. 1. Who is the product aimed at? 2. What benefit will customers expect? 3. How does the firm plan to position the product within the market? 4. What differential advantage will the product offer over their competitors? Read More Price strategies What pricing strategy is appropiate to use . Pricing is one of the most important elements of the marketing mix, as it is the only mix, which generates a turnover for the organisation. The remaining 3ps are the variable cost for the organisation. Read More Place strategies.Where will the firm locate? This refers to how an organisation will distribute the product or service they are offering to the end user. The organisation must distribute the product to the user at the right place at the right time. Read More Promotion strategies. How will the firm promote its product? A successful product or service means nothing unless the benefit of such a service can be communicated clearly to the target market

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