MGMT100 Chapter Notes - Chapter 10: Strategic Management, Informal Learning
MGMT100: MANAGING: PEOPLE, SYSTEMS AND CULTURE, WEEK 4
Learning Outcome:
Analyse management functions in the local and international context (LO8)
Essential Question:
What factors are reshaping the design of organisations in the global economy?
Notes:
Organising:
• Organising – the process of arranging people and other resources to work together to accomplish a
goal
o Involves creating a division of labour for task performance and coordinating results to
achieve a common purpose
o Organising identifies who is to do what, who is in charge of whom and how different people
and parts of the organisation relate to work with one another
Organisational structure:
• Organisational structure – is the system of tasks, workflows, reporting relationships and
communication channels that link the work of diverse individuals and groups
o The way in which various parts of an organisation are formally arranged
o There is no one structure that meets the needs of all circumstances; must be reassessed
o Chaotic systems, such as revolutions and resistance, create new configurations of decision-
making and power
• Formal structure – takes form of an organisation chart, which is a diagram that shows reporting
relationships and the formal arrangement of work positions in an organisation
o Represents the way the organisation is intended to function
o What you can learn from an organisation chart:
➢ Division of work – positions and titles show work responsibilities
➢ Supervisory relationships – lines show who reports to whom
➢ Communication channels – lines show formal communication flows
➢ Major subunits – positions reporting to a common manager are shown
➢ Levels of management – vertical layers of management are shown
• Informal structure – made up of unofficial, but often critical, working relationships between
organisational members
o Can be very helpful when out-of-date formal structures may simply not provide the support
people need to deal with new or unusual situations
o Informal learning – the emergent and spontaneous relationships whereby people gain
access to interpersonal networks of emotional support and friendship that satisfy important
social needs
➢ Is increasingly recognised as an important resource for organisational development
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Document Summary
Analyse management functions in the local and international context (lo8) Organising: organising the process of arranging people and other resources to work together to accomplish a goal. Division of work positions and titles show work responsibilities. Supervisory relationships lines show who reports to whom. Communication channels lines show formal communication flows. Major subunits positions reporting to a common manager are shown. Levels of management vertical layers of management are shown. Informal structure made up of unofficial, but often critical, working relationships between organisational members: can be very helpful when out-of-date formal structures may simply not provide the support people need to deal with new or unusual situations. Informal learning the emergent and spontaneous relationships whereby people gain access to interpersonal networks of emotional support and friendship that satisfy important social needs. Is increasingly recognised as an important resource for organisational development. Mgmt100: managing: people, systems and culture, week 4. Task assignments consistent with expertise and training.
