Definition, Features, Process, Needs and Importance, Principles, Merits of Departmentation, Bases of defragmentation, Types of Organisational Structure.
Management involves efficiently using limited resources to achieve organizational goals. It is important for optimizing resource use, accomplishing group objectives, reducing costs, adapting to change, and fueling national growth. Management is a goal-oriented, process-oriented social system that occurs at all levels of an organization, from top to middle to lower levels. The core functions of management are planning, organizing, staffing, directing, and controlling.
Delegation of authority and decentralizationAMALDASKH
This document discusses delegation of authority and decentralization. It defines delegation as dividing authority and tasks among subordinates to achieve goals effectively. Decentralization systematically delegates authority at all levels except for major decisions. Key principles of delegation include clearly defining expected results, balancing authority and responsibility, and maintaining accountability. Delegation benefits include multi-tasking, speedy decisions, better coordination, and developing managerial skills, while limitations can arise from resistance to sharing authority or lack of trust/ability.
This document provides an introduction to organizational behavior. It defines organizational behavior as the systematic study and application of knowledge about how individuals and groups act within organizations. It discusses different levels of analysis (individual, group, organizational). It also outlines several models of organizational behavior including autocratic, custodial, supportive, collegial, and SOBC (stimulus-organism-behavior-consequences) models. Each model is defined by its basis, managerial orientation, employee orientation, psychological result, needs met, and performance result. The document emphasizes that managers should be flexible and use different models contingent on the situation to meet evolving employee needs and expectations over time.
The document discusses the historical evolution of management approaches from classical to modern theories. It covers classical approaches like scientific management which emphasized efficient work methods. Next it discusses administrative management which focused on managing the entire organization. The human relations movement highlighted the importance of human behavior and motivation, as shown through the Hawthorne Studies. Finally, behavioral science and quality management introduced a more holistic and contingency-based view of organizational management.
This document discusses the concepts of power, authority, and delegation of authority in organizations. It defines power as the ability to influence another's behavior, and authority as the power given to a position to make decisions affecting others. Delegation of authority involves a manager extending their power by authorizing subordinates to act in certain ways. For delegation to be effective, responsibilities must be clearly defined, subordinates must be given the necessary authority and resources to do their jobs, and control mechanisms put in place. Barriers to effective delegation include factors related to both the delegator and delegate like a lack of trust, confidence, or proper incentives.
This document discusses different methods of departmentation, or dividing organizational activities into smaller units. It describes departmentation by function, location, processes, products, and customers. Departmentation by function groups similar functions into departments, like production, marketing, finance. Departmentation by location divides activities by geographic area. Departmentation by processes groups activities by the production processes used. Departmentation by products organizes activities around specific product lines. Departmentation by customers segments activities according to customer types or channels. The document provides examples and discusses the merits and demerits of each departmentation method.
Decision making is a critical function of management. However, care needs to be taken to ensure that decisions are not taken on an emotional basis.
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This document discusses different types of plans categorized by time, management level, broadness, and use. Plans can be long term, medium term, or short term based on time. Based on management level, plans can be top level, middle level, or lower level. Plans also vary in broadness as corporate level plans or departmental level plans. Finally, plans are distinguished by their use as either standing plans like missions and policies, or single use plans like programs, budgets, and projects.
Success of the organization depends on the experience and competence of the officers of the organization. Different forms of organizations are Line, military or scalar organization, functional organization, line and staff organization, committee of organization, project organization, matrix organization and freeform organization.
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The document discusses the evolution of management thought from classical to modern theories. Classical theories included scientific management, administrative management, and bureaucratic management. Neoclassical theories arose in response to the human relations movement and Hawthorne experiments. Modern theories include quantitative approaches, systems approaches, and contingency approaches. Recent developments discussed are total quality management and the search for excellence framework.
The document discusses job enrichment, which involves providing employees with more challenging responsibilities and decision-making authority to motivate them. It was developed by Fredrick Herzberg in the 1950s. Job enrichment vertically expands jobs and gives workers achievement, recognition, and a sense of belonging. It can reduce absenteeism and turnover when applied to skilled workers. However, it may not always achieve expected results and some workers may oppose changes. The document provides strategies for enriching jobs, such as rotating tasks and forming autonomous work teams.
Departmentation is part of the organizational process. It involves grouping of common activities on the basis of function of an organization under a single person’s control.
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Successful managers deal with foreseen problems through planning, while unsuccessful managers struggle with unforeseen issues. Planning involves deciding in advance on actions, forecasting accomplishments, and outlining courses of action. It is defined as both a futuristic and intellectual function, focusing on the future and involving determining objectives and means of achieving them. The outcome is a plan specifying future actions. Planning provides direction, creates frameworks, leads to efficient resource use, reduces risks, and facilitates other functions like decision making, control and innovation. It is a continuous, goal-oriented and integrated process linking where an organization is currently to where it wants to be in the future.
This document discusses delegation of authority and decentralization. Delegation involves assigning tasks and authority to subordinates while retaining responsibility. Decentralization also delegates responsibility. Delegation is a routine function while decentralization is a major enterprise decision. Delegated authority can be withdrawn while decentralization applies generally. The document also outlines the definition, nature, steps, principles, advantages, and problems of delegation.
Organizing is the process of identifying and grouping the work to be performed, Defining and delegating defining and delegating responsibility and authority and establishing relationship for the purpose of enabling people to work most effectively together in accomplishing objectives
Organisation involves determining activities, arranging them into units, and assigning roles and responsibilities. It is important for attaining objectives, defining hierarchies and responsibilities, and minimizing friction. There are formal and informal structures. Formal structures include organization charts showing divisions of work, reporting relationships, and communication channels. Informal structures comprise unofficial working relationships. Common structures include functional (grouping similar tasks), divisional (grouping by product, geography, customers, or process), matrix (combining functional and divisional), team, network, and entrepreneurial. The choice of structure impacts organizational culture and ability to change directions.
Departmentation refers to the classification of business activities into functional categories. There are several bases for departmentation, including function, product, region, customers, process, time, numbers, and marketing channels. Departmentation by function groups activities based on the functions performed and is the most common approach. It ensures proper performance control but can make management control more difficult. Departmentation by product and region can maximize efficiency but also increase costs. Departmentation should balance effective organization with costs.
NATURE , SCOPE ,AND RELATED FIELDS OF ORGANIZATIONAL BEHAVIORAbhilash Patwal
Organizational behaviour is the study and application of knowledge about how individuals and groups act within organizations. It helps understand and predict organizational life by helping managers understand themselves and others to get work done better. Organizational behaviour is goal-oriented, seeks to balance human and technical values at work, and takes an interdisciplinary approach by integrating behavioral science. It has a broad scope that includes intrapersonal behavior, interpersonal behavior, and behavior about the organization. Key elements that influence organizational behavior are people, structure, technology, and the organization's environment. Contributing disciplines to the field include psychology, sociology, social psychology, anthropology, and political science.
Organizing is the second fundamental function of management that involves determining activities, grouping activities into departments, and assigning authority and responsibility. It establishes the organizational structure of the company. The organizing process consists of identifying and dividing work, grouping related jobs into departments through functional or divisional departmentalization, assigning duties to individuals, and delegating authority along with responsibility and accountability. This establishes reporting relationships and allows the company to operate systematically to accomplish its objectives.
Organizational Structure : Types and ClassificationSanchit
This document discusses different types of organizational structures. It begins by defining an organization and organizational structure. There are two main types of traditional structures discussed: line structure and functional structure. Line structure is the simplest with a clear chain of command, while functional structure groups employees by skills. Another traditional structure is the line and staff structure, which combines operational and support roles. Modern structures discussed are project structure, where experts from different functions work temporarily on a project, and matrix structure, which combines functional and project approaches simultaneously. The document provides details on the characteristics, advantages, and disadvantages of each structure type.
Organising is the process of defining activities, establishing relationships between them, and ensuring efforts are directed towards goals. It involves dividing work, grouping related tasks, assigning duties, and defining reporting relationships. Organisational structures like functional and divisional determine how work is grouped. Formal structures have set rules while informal ones focus on relationships. Delegation and decentralisation are important concepts, where delegation transfers authority from superiors to subordinates, and decentralisation distributes decision-making power throughout levels of management.
The document discusses the key functions of management including planning, organizing, staffing, directing and controlling. It provides definitions for each function and outlines their importance and processes. Planning involves setting objectives, identifying alternatives and selecting the best course of action. Organizing includes dividing work, grouping activities, assigning duties and establishing reporting relationships. Staffing covers recruitment, selection, training and performance appraisal to ensure the right people are in the right jobs. Directing consists of supervision, motivation, leadership and communication to guide employees.
This document discusses different aspects of organizing, including the importance and purposes of organizing. It notes that organization is the foundation of management and is important for facilitating administration, increasing efficiency, facilitating growth and diversification, ensuring optimal resource use, facilitating coordination and communication, permitting technological innovation use, stimulating creativity, and facilitating managerial development. It also discusses departmentation, forecasting, contingency planning, benchmarking, participatory planning, goal setting, centralization vs decentralization, span of control, organizational structure types including bureaucratic, organic, functional, divisional, and matrix structures.
This document discusses various topics related to organizing in modern organizations, including:
- Traditional organizational structures like functional, divisional, and matrix structures.
- Contemporary adaptive structures like boundaryless organizations, virtual organizations, and learning organizations.
- Trends like teleworking, flexible work, and global organizations that allow organizations to adapt to changing needs.
- Key elements of organizing like work specialization, departmentalization, chain of command and factors that influence organizational design choices.
The vision is to excel in civil engineering education to prepare competent engineers with lifelong learning for society's needs. The mission is to impart quality education through effective teaching, provide a stimulating research environment, develop professional skills and right attitude in students to succeed, and imbue moral and ethical values concerning society and environment. The document then discusses organizing human resources for civil engineering projects, including defining organization, objectives of organization, and principles of organization such as responsibility, authority, and division of work.
The document discusses key concepts related to organizing, including:
1. Organizing involves determining work activities, classifying work, assigning work, and designing decision-making hierarchies.
2. Basic organizational concepts include division of labor, unity of command, chain of command, span of control, and departmentalization.
3. There are different types of organizational structures like line, staff, functional, and matrix structures. Each have advantages and disadvantages for organizational effectiveness.
The document discusses the organizing function of management. Organizing involves identifying activities, departmentalizing tasks, classifying authority, and coordinating departments. It examines different organizational structures like functional, divisional, matrix, process, and network structures. Functional structure groups tasks by specialty and is best for stable environments. Divisional structure separates tasks by product/customer and allows for rapid response. Matrix structure combines functional and divisional approaches. Coordination integrates separate organizational parts to achieve overall objectives.
The document discusses the process of organizing within management. It defines organizing as identifying and grouping work to be performed, delegating responsibility and authority, and establishing relationships. The key aspects of organizing discussed include differentiation of tasks, integration of units, and the nature of organizations as involving groups working toward common objectives through division of labor and cooperation. The importance of organizing is also summarized as facilitating administration, encouraging growth, enabling optimal technology use, and ensuring coordination among members. Finally, the document outlines the process of organizing as identifying activities, grouping activities, assigning duties, and delegating authority.
Organizing is the process of dividing work into tasks and assigning them to individuals. Key principles of organizing include unity of command, span of control, and departmentalization. Organizational structures determine how work is divided and how communication flows. Common structures include hierarchical, functional, divisional, matrix, and team-based. Centralized structures concentrate decision-making at the top, while decentralized structures distribute it throughout levels. Span of control refers to the number of direct reports, with wider spans having advantages like lower costs but risks of losing control.
The document discusses key concepts in organizing, including:
1) The definition of an organization as the coordination of people's activities to achieve common goals through division of labor and authority hierarchies.
2) The organizing process involves identifying activities, grouping them, assigning duties, and delegating authority.
3) Important determinants of organizational structure include goals, strategy, size, technology, and the external environment.
4) Span of management refers to the number of direct reports a manager has, which is determined by factors like the work, technology, abilities of managers and subordinates, and degree of decentralization.
The document discusses the concepts of organising, types of organization structure, formal and informal organization, delegation of authority, and decentralization. It provides details on:
- The steps in the organizing process including identification and division of work, departmentalization, assignment of duties, and establishing reporting relationships.
- The key types of organization structures - functional and divisional - outlining their characteristics, advantages, and disadvantages.
- The features, advantages, and disadvantages of formal and informal organization structures within a company.
- The elements of delegation including authority, responsibility, and accountability and its importance for effective management, employee development, and growth.
- Decentralization as the systematic dispersal of
The document discusses different aspects of organizing as a management function. It defines organizing as establishing authority and working relationships among employees to achieve organizational goals. It identifies the key elements of organizing as common objectives, division of work, coordination, communication and central authority. It also discusses different bases for departmentalization including functional, product and customer-based structures. It analyzes advantages and disadvantages of different organizing approaches.
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 discusses the concept of organization, defining it as a collection of people working together towards common goals. It notes that organization involves dividing work into functions and roles, coordinating activities, and establishing clear lines of authority and responsibility. The key aspects of organization discussed are the division of labor, coordination of different parts, and well-defined hierarchies and relationships between positions.
Organizing is undertaken to facilitate implementation of plans by breaking down total jobs into smaller, more manageable tasks. The result of organizing is an organizational structure that defines relationships and reporting hierarchies between individuals, departments, and tasks. Key elements of an organizational structure include division of labor, delegation of authority, departmentalization, and systems for coordination. Common tools for representing an organizational structure are organization charts, manuals, and policy documents that describe authority relationships and job functions.
This document discusses the fundamentals of organizing, including its nature, importance, and process. It defines organizing as identifying and grouping work to be performed, defining responsibilities, and establishing relationships to enable efficient work. Organizing involves differentiating and integrating units through specialized tasks and coordination. Key aspects of organizing include groups working toward common objectives, division of labor, cooperation, communication, central authority, rules, and a dynamic structure. Organizing is important as it facilitates administration, encourages growth and innovation, optimizes technology use, and ensures continuity through coordination. The process of organizing involves identifying activities, grouping them, assigning duties, and delegating authority.
The document discusses the concepts of organizing and organization. It defines organizing as identifying and grouping works to be performed, delegating responsibility and authority, and establishing relationships to enable efficient work. An organization involves differentiation of specialized tasks and integration of units' coordinated work. Key aspects of organizing include dividing work among a group with common objectives, cooperative efforts, communication lines, rules and regulations, and a central authority. Organizing facilitates administration, encourages growth and innovation, enables optimal technology use, and ensures continuity through coordinated work. The organizing process involves identifying activities, grouping them, assigning duties, and delegating appropriate authority.
This document discusses organizational structure and its key elements. It begins by defining organization and organizational structure. There are different types of organizational structures including line, line and staff, functional, project, matrix, and divisional structures. The benefits of organizational structure are also outlined. Departmentalization and its various methods are then defined. The document also covers centralization versus decentralization and defines a learning organization.
The document discusses organizational structure and design. It defines organizational structure as the hierarchy of people and departments in an organization and how information flows. Structure is important as it ensures efficient operations and defines roles and responsibilities. There are different types of structures like functional, line, and matrix. Key components of structure include work specification, departmentalization, chain of command, span of control, and centralization vs decentralization. Structure influences behavior, relationships, and goal-oriented work. Proper structure is important for good performance while poor structure makes it impossible.
Similar to Organizing and Departmentalization (20)
1. A grievance is any dissatisfaction or discontentment felt by an employee relating to their job or workplace. Grievances can be real or perceived and can stem from various causes like working conditions, management policies, or personal issues.
2. There are several ways for management to identify grievances including exit interviews, anonymous complaint boxes, and opinion surveys. Once identified, grievances should be addressed promptly through a formal procedure to prevent escalation.
3. Most companies use a step-ladder grievance resolution process where the employee first brings issues to their direct supervisor and then escalates up the management chain if unsatisfied. Having a clear, simple, and prompt grievance handling policy
Discipline refers to employees following the rules and regulations of an organization in an orderly manner. This ensures smooth operations, increased efficiency, and a healthy work culture. Discipline can be positive through rewards and leadership, or negative through penalties. Lack of discipline is seen through absenteeism, apathy, and poor performance. Misconduct warrants disciplinary action through warnings, fines, demotions, or dismissal, with progressive penalties and a fair process.
The International Labour Organization (ILO) was established in 1919 to promote social justice and internationally recognized human and labor rights. It is the first specialized agency of the UN. The ILO has three main governing bodies - the International Labour Conference which establishes labor standards, the Governing Body which implements Conference decisions, and the International Labour Office which supports the work of the ILO. The ILO works to advance decent work, labor standards, and social protection around the world through standards setting, technical assistance, research and advocacy. India is a founding member of the ILO and has ratified many ILO conventions.
This document discusses social responsibility and managerial ethics. It addresses the classical and socioeconomic views of social responsibility. The classical view is that a company's only responsibility is to maximize profits for shareholders. The socioeconomic view is that companies have a moral responsibility to society beyond just making profits.
The document also discusses arguments for and against social responsibility. Some arguments for include public expectations, long-term profits, and ethical obligations. Some arguments against include violating the goal of profit maximization and lack of accountability. The document provides guidelines for managers to improve ethical behavior and outlines determinants and importance of ethics.
Motivation is the set of forces that cause people to behave in certain ways. It is a psychological process that includes a felt need, searching for ways to satisfy that need, selecting an option to satisfy the need, carrying out that option, and evaluating if the need was satisfied. Maslow's hierarchy of needs theorizes that people are motivated to fulfill basic physiological needs first, then safety, social, esteem, and self-actualization needs. Motivation can be positive using financial and non-financial rewards or negative using punishments. Theories like Maslow's are useful for understanding human motivation and behavior in organizations.
This document defines and discusses the concept of controlling in management. It provides definitions of controlling from various authors and outlines the nature, importance, elements of the control cycle, differences between planning and control, the controlling process, and types of control. In summary:
Controlling involves comparing actual performance to planned performance, identifying deviations, and taking corrective actions to ensure goals are met. It is an ongoing process that helps achieve objectives, improve performance and quality, and adapt to changes. The control cycle establishes goals, plans, compares performance, provides feedback, and evaluates results.
The document discusses the staffing process, which includes manpower planning, job analysis, recruitment, selection, placement and orientation, training, performance appraisal, promotion and career planning, compensation, and separation. It explains each step in the staffing process and its importance for effective human resource management. Staffing ensures that the right people are hired for the right jobs and developed to maximize their performance and potential.
Planning is the primary function of a manager. It involves deciding in advance what is to be done, how it is to be done, when it is to be done, and by whom. Planning bridges the gap between the present and desired future goals. Effective planning relies on accurate planning premises, which are assumptions about internal and external factors that may impact the organization and must be considered. Planning premises can be internal or external to the organization, tangible or intangible, and controllable, semi-controllable, or uncontrollable. Identifying appropriate planning premises is essential for successful strategic, operational, and long, medium, and short-term planning.
This document provides an overview of management concepts, including:
- Definitions of management from various thinkers such as Mary Parker Follett and F.W. Taylor.
- The nature of management including that it is goal-oriented, a social process, multidisciplinary, and both a science and an art.
- Key management functions including planning, organizing, staffing, directing, and controlling.
- Important management skills such as technical, conceptual, and human skills.
- Classical management theories from thinkers like Taylor with scientific management and Fayol with administrative principles.
The document covers many fundamental aspects of management in under 10 pages at a high level.
This document discusses employee transfers within an organization. It defines a transfer as the movement of an employee between jobs or locations without a change in status, responsibilities, or salary. The objectives of transfers include meeting organizational needs, satisfying employees, adjusting workforce size, developing employee versatility, and improving performance. Transfers are broadly classified as personal or organization-initiated. The types of transfers covered are production, replacement, versatility, shift, and remedial transfers. Benefits and potential problems of transfers are also outlined.
This document discusses personality development and factors that influence personality. It defines personality as the sum total of ways an individual reacts and interacts with others. Personality is influenced by heredity, early family experiences, and important life events. The core of one's personality is their concept of self, which includes perpetual, conceptual, and attitudinal aspects. Personality also incorporates traits - consistent ways of behaving - that are influenced by learning. Symbols of self, like clothing, names, speech, and age help form how people perceive and judge themselves and others. The development of a healthy personality involves awareness of one's strengths and areas for improvement.
This document outlines an organizational behavior lecture, including learning objectives, definitions of key terms, and contributing disciplines. It discusses what managers do through activities like decision making, resource allocation, and directing others. Management functions are defined including planning, organizing, leading, and controlling. Challenges and opportunities for applying organizational behavior concepts are improving people skills, empowering employees, stimulating innovation and managing diversity. The dependent variables in organizational behavior are also defined.
This document discusses compensation in the context of human resource management. It defines compensation as financial and non-financial rewards provided to employees in exchange for their services. The objectives of compensation are to recruit and retain qualified employees, increase or maintain morale, determine basic wages and salaries, and reward job performance. Compensation includes wages and salaries, incentives, fringe benefits, and perquisites. It can be direct monetary compensation or indirect non-monetary compensation. Factors that affect compensation include external factors like supply and demand of labor, cost of living, unions, and government as well as internal factors like ability to pay, management philosophy, productivity, and job requirements.
The document discusses effective listening and provides tips to improve listening skills. It defines listening as actively receiving, attending to, and assigning meaning to sounds. Effective listening involves absorbing information from the speaker, showing interest, and providing feedback. Some barriers to effective listening include forming judgments prematurely, distractions, and attributing one's own thoughts to the speaker. Tips provided to be an effective listener include facing the speaker, maintaining eye contact, avoiding distractions, focusing on the speaker, responding appropriately, keeping an open mind, engaging with questions, and observing non-verbal cues.
This document provides guidance on writing effective business reports. It outlines the key sections that should be included such as an executive summary, introduction, methodology, main body, conclusion, and recommendations. Examples are given for each section with an imaginary report about the sales performance of a cold remedy product. The report structure emphasizes presenting findings and conclusions clearly and concisely while supporting them with evidence and recommendations.
This document provides an overview of topics and content areas that are commonly included in general awareness exams for entrance exams in India. It outlines the following key areas: static general knowledge focusing on history, geography, polity and economics; dynamic current affairs from the last year; important days and dates; famous people, books and awards; sports cups and trophies; art and culture including folk dances; names of kings and their battles; diseases and their carriers; metal properties; and inventions and inventors. It also provides memory aids and tricks for remembering content like acronyms, mnemonics and rules of thumb for recalling facts.
The document discusses how to achieve goals and succeed in life. It begins by listing books on leadership and success. It then outlines a discussion agenda about why people fail, changing lifestyle, self-promotion, and setting smart goals. The document provides tips for avoiding failure such as having clear goals and vision, a plan, learning from mistakes, and getting outside perspectives. It also discusses how to change by being honest, self-reflecting, and adopting new habits. When promoting yourself, it advises focusing on problems and solutions rather than agitating problems. It emphasizes making specific, measurable, achievable, relevant, and time-bound plans of action to achieve goals. Stress management, time management, and communication skills are also highlighted
The document discusses recruitment, which is defined as the process of searching for prospective employees and encouraging them to apply for jobs. It covers the purpose and importance of recruitment, which includes determining staffing needs, increasing the candidate pool, and reducing turnover. Sources of recruitment include internal options like current employees or external options like advertisements. Methods of contacting candidates include direct recruitment like campus recruiting or indirect recruitment through ads. The recruitment process involves planning, contacting sources, building an applicant pool, and selecting candidates. The recruitment policy and process are then evaluated based on objectives, costs, and effectiveness.
This document provides an overview of Six Sigma, including its key phases and roles. Six Sigma is a statistical approach that aims for near perfect production or performance. It uses the "DMAIC" method - Define, Measure, Analyze, Improve, Control - to identify and remove defects in processes. Key roles include Champions, Black Belts, Master Black Belts and Green Belts. The phases involve defining goals, measuring current performance, analyzing issues, improving processes and controlling future performance. Tools used include process mapping, design of experiments, measurement system analysis and control plans. Six Sigma aims to reduce costs and defects while improving quality, customer satisfaction and profits.
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Is Email Marketing Really Effective In 2024?Rakesh Jalan
Slide 1
Is Email Marketing Really Effective in 2024?
Yes, Email Marketing is still a great method for direct marketing.
Slide 2
In this article we will cover:
- What is Email Marketing?
- Pros and cons of Email Marketing.
- Tools available for Email Marketing.
- Ways to make Email Marketing effective.
Slide 3
What Is Email Marketing?
Using email to contact customers is called Email Marketing. It's a quiet and effective communication method. Mastering it can significantly boost business. In digital marketing, two long-term assets are your website and your email list. Social media apps may change, but your website and email list remain constant.
Slide 4
Types of Email Marketing:
1. Welcome Emails
2. Information Emails
3. Transactional Emails
4. Newsletter Emails
5. Lead Nurturing Emails
6. Sponsorship Emails
7. Sales Letter Emails
8. Re-Engagement Emails
9. Brand Story Emails
10. Review Request Emails
Slide 5
Advantages Of Email Marketing
1. Cost-Effective: Cheaper than other methods.
2. Easy: Simple to learn and use.
3. Targeted Audience: Reach your exact audience.
4. Detailed Messages: Convey clear, detailed messages.
5. Non-Disturbing: Less intrusive than social media.
6. Non-Irritating: Customers are less likely to get annoyed.
7. Long Format: Use detailed text, photos, and videos.
8. Easy to Unsubscribe: Customers can easily opt out.
9. Easy Tracking: Track delivery, open rates, and clicks.
10. Professional: Seen as more professional; customers read carefully.
Slide 6
Disadvantages Of Email Marketing:
1. Irrelevant Emails: Costs can rise with irrelevant emails.
2. Poor Content: Boring emails can lead to disengagement.
3. Easy Unsubscribe: Customers can easily leave your list.
Slide 7
Email Marketing Tools
Choosing a good tool involves considering:
1. Deliverability: Email delivery rate.
2. Inbox Placement: Reaching inbox, not spam or promotions.
3. Ease of Use: Simplicity of use.
4. Cost: Affordability.
5. List Maintenance: Keeping the list clean.
6. Features: Regular features like Broadcast and Sequence.
7. Automation: Better with automation.
Slide 8
Top 5 Email Marketing Tools:
1. ConvertKit
2. Get Response
3. Mailchimp
4. Active Campaign
5. Aweber
Slide 9
Email Marketing Strategy
To get good results, consider:
1. Build your own list.
2. Never buy leads.
3. Respect your customers.
4. Always provide value.
5. Don’t email just to sell.
6. Write heartfelt emails.
7. Stick to a schedule.
8. Use photos and videos.
9. Segment your list.
10. Personalize emails.
11. Ensure mobile-friendliness.
12. Optimize timing.
13. Keep designs clean.
14. Remove cold leads.
Slide 10
Uses of Email Marketing:
1. Affiliate Marketing
2. Blogging
3. Customer Relationship Management (CRM)
4. Newsletter Circulation
5. Transaction Notifications
6. Information Dissemination
7. Gathering Feedback
8. Selling Courses
9. Selling Products/Services
Read Full Article:
https://digitalsamaaj.com/is-email-marketing-effective-in-2024/
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Principles of Roods Approach!!!!!!!.pptxibtesaam huma
Principles of Rood’s Approach
Treatment technique used in physiotherapy for neurological patients which aids them to recover and improve quality of life
Facilitatory techniques
Inhibitory techniques
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A talk from the Centre for Investigative Journalism Summer School, July 2024
2. Introduction
The term organization is used in many ways. It
means different things to different people.
A group of people united by a common
purpose.
An entity, an ongoing business unit engaged in
utilizing resources to create a result.
A structure of relationships between various
position in an enterprise.
A process by which employees , facilities and
tasks are related to each other, with a view to
specific goals.
3. Organizing
Organizing is the process of establishing
relationships among the members of the
enterprise .The relationships are created in
terms of authority and responsibility .
Each member in the organization is assigned a
specific responsibility or duty to perform and is
granted the corresponding authority to perform
duty.
4. Characteristics
1. It is one of the most basic element or functions of management.
To get things done by others ,a manager has to organize their
activities.
2. It is a goal oriented process ,it is t o achieve certain goals that
the process of organizing is conducted.
3. The organizing process primarily deals with group efforts which
are made to achieve common goals.
4. It is based on the principles of division of work and specialization
5. It involves the process of differentiation or division of activities
and integration of activities by grouping them.
6. The process of organizing aims at integrating ,mobilizing &co-
coordinating the activities of the employees.
7. It establishes authority relationship of superior &subordinate among
the employees by assigning the activities &delegating adequate
authority to them.
5. Organisation as a Process
Organizing involves identification and grouping of activities to
be performed and dividing them among the individual and
creating authority and responsibility relationship among them
for the accomplishment of organizational goals necessary to
accomplish goals
As a process it is concerned with arranging in a logical and
orderly manner the activities of all the employees
The process involves the following steps:
1. Identifying the work
2. Grouping the work
3. Establishing relationships
4. Delegating authority
5. Providing for coordination and control
6. Process of Organizing
Identifying
the work
Grouping the
work.
Establishing
relationships
Delegation of
authority
Providing for
coordination
and control.
7. Earnest Dale Describes Organizing as a five
process.
1. List the work that needs to be done to
accomplish organizational goals.
2. Divide total workload into tasks that can
Logically and comfortably be performed by a
individual or a group.
3. Combine the task in a logical and efficient
manner (departmentalization).
4. Set up a mechanism for coordination.
5. Monitor the organizational structure’s
effectiveness adjustment as needed.
8. Need &Importance
1. Sound org. structure facilitates effective management.
2. It is a mechanism through which the managers direct ,coordinate
&control the activities of the enterprise
3. The whole process of organizing helps in coordinating various jobs
in the department or division &by relating them to the
departmental work
4. Logical &clear cut division of work &delegation of authority among
the various members leads to many benefits.
5. Creation of org. structure also necessitates delegation of authority
among various managerial positions .
6. Decentralized organizational structure encourages prompt decision
making &efficient control.
7. The structure of an organization facilitates formal communication
through line of authority, established from top to lower levels.
9. Principles of Organizing…
1. The purpose of organizing
i. Principle of unity of objective
ii. Principle of organizational efficiency
2. The cause of organizing
i. Principle of span of management
3. The structure of organization (Authority)
i. Principle of scalar chain
ii. Principle of authority and responsibility
iii. Principle of unity of command
iv. Authority level principle
10. 4. The structure of organization
(departmentation)
i. Principle of functional definition.
5. The process of organizing
i. Principle of flexibility
ii. Principle of stability
iii. Principle of simplicity.
iv. Principle of balance.
11. Organisation as a structure
As a structure organization has the following features:
1. Two or more persons
2. Common objectives
3. Division of work
4. Cooperative efforts
5. Rules and regulations
6. Communication amongst people who are in a
position to communicate with each other.
According to Koontz and O'Donnell “organization is a structural
relationship by which an enterprise is bound together and the
framework in which individual effort is coordinated”
13. IMPORTANCE OF ORGANISATION Structure
1. Effective Administration
2. Growth and Diversification
3. Adaptation of New Technology
4. Optimum Use of Human Resources
5. Specialization
6. Security and Support
7. Coordination and Communication
8. Training and Development
14. Formal and informal organizations
The basic characteristics of formal organization are
as follows
1. It is deliberately created by the top management.
2. It is based on specialization or division of lab our.
3. It defines clearly the authority and responsibility
of every individual.
4. It is developed through delegation of authority.
5. It has written rules procedures.
6. It specifies the official lines of communication.
7. It focuses on jobs to be performed and not the
individuals who perform the jobs.
8. It is depicted on the organization chart of the
company.
16. Departmentation
1. It is also known as departmentalization.
2. It refers to the division of the whole enterprise into
different departments & sub-departments.
3. The main objective of the departmentation is to
facilitate the management & administration & to
exploit the resources in the best possible way.
4. Departmentation is created keeping in view the nature
and objective of the organization.
5. Under the departmentation the functions & scope of all
the departments are clearly defined so that the
enterprise may be managed & administered smoothly.
17. Contd..
6. Specialization of labour accomplished by the process of
departmentation.
7. It may be defined as “ the process of grouping the
related functions or major work activities into
manageable units to achieve more effective & efficient
overall coordination of organization resources.
18.
Merits Of Departmentation
1. Clear division of the activities of the
enterprise;
2. Increase in efficiency.
3. Development of capable managers.
4. Managerial evaluation.
5. Knowledge of departmental cost.
6. Determination of number of employees.
7. Proper control.
19. Bases of Departmentation
1. By Functions
2. By Products
3. By Regions or Territory
4. By Customer
5. By Process
6. By Time
7. By Combined base.
i) By Projects
ii) Matrix
20. Departmentation By Function
It is the most common means of grouping related
functions.
Acc. to this method, the departments in the enterprise is made
on the basis of specialized functions such as PRODUCTION,
MARKETING, ENGINEERING, FINANCE & PERSONNEL and it assist
management in making efficient utilization of the resources or
the organization.
This kind of departmentation directly depends on the no. of
activities of the organization. If activities are more then no. of
departments will increase & if the no. of activities decrease the
no. of departments also decreases.
For e.g. Maruti ,Bata India .
21. Board Of Directors
Finance Marketing Production Engineering Personnel
Sales deptt. Purchase deptt. Marketing.
Research deptt.
Advert. Deptt.
Departmentation By Function
22. By Function
Merits
1. Clarity
2. Specialization
3. Coordination because of
centralizes decision
making ensures unity of
performance.
4. In depth skill development
5. Suitability for small and
medium sized
organization.
Demerits
1. Effort Focus
2. Poor decision making
3. Sub units conflict
4. Lack of promotional
opportunity
23. 2. Departmentation By Product
This kind of departmentation is suitable for the organization
manufacturing & selling large variety of goods & services.
Under this method, for each major product, a separate
semi- autonomous department is created & is put under the
charge of a manager who may also be made responsible for
producing a profit of a given magnitude.
It is a logical pattern to follow when each product requires
raw-materials, manufacturing technology, & marketing
methods that are markedly different from those used by
other products in the organization
For e.g. HUL ,ITC, L& T.
25. Contd..
Merits
1. Relieves top management of
operating task responsibility
2. Compare the performances of
different products
3. Employees in a department
within derives greater
satisfaction from identification
of their contribution for the
organization.
Demerits
1. It creates extra expenditure for
maintaining a sales force for
each product line.
2. Employment of a large number
of managerial personnel is
required.
3. Equipment of each product
department may not be used
fully.
4. It is suitable for large
organizations only.
26. 4.By Regions or Territory
• Grouping the activities according to the
geographical regions is used by organizations that
have physically dispersed &/or independent
operations or markets to serve.
• Large companies that distribute products on a
massive scale nationally from the department.
• Decision regarding product design ,pricing and
marketing maybe left to the territorial managers
who are close to customers.
28. Contd..
Merits
1. It motivates each region head to
achieve high performance.
2. It provides each regional head an
opportunity to adapt to his local
situation.
3. It enables the organization to take
the advantage of location factors,
such as availability of raw
materials, labour, market, etc.
4. It enables the organization to
compare regional performances
5. The quality of products, the price of
products and selling and
advertising policies may be decided
on regional bases.
Demerits
1. It give rise to duplication of various
activities.
2. Many routine and services
functions perform by all the
regional units can be performed
centrally by the head office very
economically.
3. Various regional units may become
so engrossed in short-run
competition along themselves that
they may forget the overall
interest of the total organization.
29. 3. Departmentation by Customer
1. The activities of an enterprise are divided according to its customers.
2. This is done to provide better services to different customers.
3. Large retailers & banks use departmentation along customer lines to
provide better services to different customer groups.
4. For. E.g., an electronics firm may have separate departments for
military, industrial & consumer customers.
5. A big automobile servicing company may have separate departments
for different customers having scooters, cars , heavy vehicles.
6. Educational institutions may conduct morning classes ,evening classes
or correspondence classes for different people.
31. Contd..
Merits
1. It uses extensive
knowledge & ability of the
resources.
2. It attracts the customers.
3. It emphasizes upon the
taste & likings of different
classes of customers.
Demerits
1. It may result in under
utilization of some
resources & facilities in
some department.
2. There may be duplication
of facilities.
3. Some times it becomes
very difficult to co-
ordinate among different
departments.
32. 5. Departmentation by Time
1. In some organization in a business enterprise, where the
work is done in different shifts this method of
departmentation is adopted.
2. In such an enterprise, it becomes necessary that all the
shifts must be equally good and sound.
3. There must be friendly and harmonious relation between
workers and officers of each shift.
4. To ensure it, departmentation by time is adopted.
5. Under this method, different departments are
established for each different shift and every department
is fully responsible for the activities of its shift.
6. This method is adopted in very big undertakings.
For e.g. Hospitals, Call Centers, Railways.
34. Contd..
Merits
1. Man power utilization
efficient.
Demerits
1. Accidental occurrences, such as,
machinery breakdown when
carried over from one shift to
another affect the product of the
following shift also.
2. Workers of one shift generally
develop a tendency to pass on
some portion of their incomplete
work to the workers of the
following shift.
3. It becomes difficult for the
management to correctly measure
the performance of that
department does not remained
confined to one-shift period but
extends to the next shift.
35. 6. By Process
1. Departmentation is here done on the basis of
several discrete stages in the process or
technologies involved in the manufacture of the
product.
2. When the production activities involve the use of
several distinctive processes, these can be used as
the base for grouping of activities.
3. Such activities may be textiles, oil production, etc.
37. Merits
1. It facilitates the use of heavy and
costly equipment in an efficient
manner. There is very little chance
for the equipment remaining idle
or under- utilized because there is
no duplication of the same.
2. It is a suitable for organization
which are engaged in the
manufacture of those product
which involve a number of
processes.
3. It keeps full attention on every
process of production.
4. It reduces the cost of maintenance
of machines and plants.
Demerits
1. Inadequate development of
managerial talent.
2. Coordination of various activities
and products difficult.
3. Conflict may arise between
managers at various levels.
4. Difficulty in performance
comparison.
5. This method of departmentation can
be used only in those enterprise in
which the production of the product
passed through different processes.
Contd..
38. 7. By combination approach
Most organization make use of several
different bases for departmentation. In this
case the manufacturing company is
departmentalized by type of function
performed, i.e., production, engineering,
marketing. etc. type of product- industrial and
consumer and by geographic territory.
39. i). By Project
It is a method of bringing together personnel with
various work backgrounds to form a team.
This form of organization has received considerable
usage in recent years by the construction and
aerospace industries.
Once the project is completed the team is broken
up and its members are reassigned to their
positions.
For e.g. The building of the atomic bomb during
second world war.
41. Contd..
Merits
1. Maximum use of
specialized knowledge.
2. Reduces environmental
complexity.
3. One way of promoting and
maintaining organizational
flexibility.
4. Concentrated attention of
experts on a complex
project without disturbing
routine work.
Demerits
1. Feeling of insecurity and
uncertainty among
members.
2. Fear of end of job.
3. Conflict between
functional managers and
project managers.
4. Battle to meet the
schedule ,cost for quality
creates an authority gap.
43. Types of Organisation Structure
The management of every enterprise has to evolve
its own organization structure. The form of
organization structure mainly upon the nature of
the activities of business, competence of personnel
and the philosophy of management
There are three basic types of organization
structures which are used by different enterprises.
These are :
1. Line Organization
2. Line and Staff Organisation
3. Functional Organisation
44. Line Organisation
It is oldest and simplest form of organisation
structure and is also known as the scalar or military
type organisation. Under this form of organisation,
line of authority flows vertically from the topmost
executive to the lowest subordinate throughout the
entire organisational structure. The authority is the
highest at the top and reduces through each
successive level down the organisational scale.
46. The activities of the business are divided into several
departments and the authority flows downward from the
Chief Executive through the departmental managers to the
lower levels in the organisation.
The features of line organisation are as under :
i) Under the line organisation, every person is in the direct
chain of command. The line of authority consists of an
uninterrupted series of authority ladders or steps and forms a
hierarchical arrangement.
ii) The line of authority not only become the avenue of
command to operating personnel, but also provides the
channels of communication, coordination and accountability
in the enterprise.
iii) Line authority gives a right to the superior take disciplinary
action against the subordinates who fail to carry out their
responsibilities.
iv) There is a complete unity of command as every subordinate
receives orders from one boss only.
47. Merits
Demerits
Line and Staff organisation : According
to Luis A. Allen, “Line refers to those
positions and elements of the organisation
which have the responsibility and
authority and are accountable for
accomplishment of primary objectives.
Staff refers of those elements which have
responsibility and authority for providing
advice and service to line in attainment of
objectives.”
49. The Line Organisation
According to McFarland, “ Line structure
consists of the direct vertical relationship
which connect the positions and tasks of each
level with those above and below it.
According to Allen, “ Organisationally, the
line is the chain of command that extends
from the board of directors through the
various delegations and redelegations of
authority and responsibility to the point where
the primary activities of the enterprise are
performed.
50. BOARD OF DIRECTORS
MANAGING DIRECTOR
Divisional
(Eastern)
Divisional Manager
(Western)
Assistant
Manager
(District A)
Assistant
Manager
(District B)
Foreman Foreman
Workers Workers
Assistant
Mannager
(District C)
Assistant
Mannager
(District D)
51. (a) In the line structure authority flows from top to lower levels
through various managerial positions.
(b) There is direct reporting relationship between superior and
subordinate.
(c) All managers work in a line of authority in the relationship of
superior and subordinate and are known as LINE MANAGERS.
(d) There are many levels of management depending upon the
scale of business and decision-making ability of managers. Each
level of management has equal rights.
(e) There is a vertical flow of authority and responsibility. The
lower positions derive authority from the higher positions.
(f) There is a unity of command. Every person is accountable to
only one person (his immediate boss) and none else. A person
receives orders only from his immediate boss.
FEATURES OF LINE STRUCTURE
52. There is scalar chain in the line organisation. The flow
of orders, in the case of a ladder. One cannot defy
the claim.
(a) There is limit on subordinates under one manager.
A manager has control only over the subordinates
of his department.
Merits
(i) Simplicity
(ii) Clear – cut division of authority and
responsibility
(iii) Strong discipline
(iv) Unified control
(v) Prompt decisions
(vi) Flexibility
53. DEMERITS
The Demerits of the line organisation are as
follows :
(i) Heavy burden of work
(ii) Concentration of authority
(iii) Lack of specialisation
(iv) Lack of communication
(v) Scope for favoritism
54. THE LINE AND STAFF ORGANISATION
The line organisation suffers from three main
drawbacks, i. e. heavy burden of work on the line
executive, too much concentration of power in the
hands of a low line executive and lack of
specialisation. In view of these drawbacks, the idea
of the line and staff organisation was introduced.
55. Line and staff
BOARD OF
DIRECTOR
MANAGING
DIRECTOR
PROD.
MANAG
COST
ACC
FINA
NCE
MAN
G
MGMT.
ACC
MRKT
NG.M
GR
PERSO
NNEL
MGR.
DEPUTY FINANCE
MANAGER
ASSISTANT FINANCE
MANAGER
SUPERVISOR
56. Following are the characteristics of the line
and staff organisation
(1) Managers are of two types – Line Manager and staff
Manager.
(2) The Line Managers perform the functions of decision –
making, issuing orders and controlling while the Staff
Managers perform the functions of advising, assisting
and providing expert and specialised services.
(3) There is a unity of command
(4) There is a scalar chain
Merits
This from of organisation came to existence as an
improvement over the line organisation. The line and
staff organisation has removed serious drawbacks of
the line organisation.