-
Define, describe
and analyse the nature of an organisation;
-
Distinguish
between formal and informal organisations;
-
Identify some
organisational tasks and determine how tasks are grouped;
-
Enumerate examples
of business and non-business organisations;
-
Define objectives,
generally;
-
Differentiate
social objectives from business objectives;
-
Peruse business
objectives through business objectives;
-
Explain how social
objectives lead to profitability gain;
-
Explore the bases
for ‘division of labour/work’ in organisations and their relation to
organisational effectiveness;
-
Ascertain the
importance of delegating tasks;
-
Demonstrate an understanding of the issue of ‘responsibility’ and
how it translates in superior-subordinate relationships in
organizations
-
Provide a working definition of accountability
-
Expound the facet
of authority, providing practical examples
-
Demonstrate an understanding of the concept of power and how it
might be applied for the benefit of the organisation;
-
Ascertain the
concept of delegation;
-
Analyse the concept of leasing in relation to delegating;
-
Know the importance of delegation in increasing productivity and
workflow;
-
Explain how managers and subordinates benefit from delegating;
-
Identify the concerns of managers in delegating;
-
Learn how to delegate authority for effective task performance;
-
Learn how to delegate responsibility with delegated tasks;
-
Enumerate the
factors influencing effective delegation;
-
Analyse how
delegation contributes towards effective time management;
-
Explain the
concept of delegation as internal promotion;
-
Distinguish
between informal management and formal management succession charts;
-
Understand the
concept of internal selection mechanism;
-
Establish the
relationship between delegation and external candidature;
-
Explain facets #1
and 2 of authority;
-
Define role;
-
Identify the set of complimentary relationship in every role;
-
Demonstrate a heightened understanding of role relationships;
-
Determine some exemplifying roles;
-
Know the role actor or incumbent;
-
Analyse the perception in each role;
-
Establish the link between role and the external environment;
-
Establish the link between role and the internal environment;
-
Define role set;
-
Identify role segments;
-
Ascertain the relationship between an incumbent’s experience and
role enactment;
-
Ascertain the relationship between an incumbent’s role perception
and his or her role performance;
-
Determine the place of an incumbent’s perceived role expectations on
his or her role enactment;
-
Explain the concept of segmental expectations;
-
Describe role as the behavioural expectations of a role set;
-
Determine the boundary relationship of a role set;
-
Identify the role expectations of social support;
-
Describe the democratic incumbent, autocratic incumbent, the
generous incumbent, the dedicated incumbent, the social self and the
role of each;
-
Describe self-ideal as a behavioural construct;
-
Establish the relationship between self-ideal and a performance
enhancer;
-
Distinguish among internal, upward and downward organisational
accountability;
-
Manage the risk of
internal ‘sabotage’;
-
Deal with external
organisational accountability;
-
Know the organisation’s accountability to owners or sponsors,
clients, users, or customers, creditors, and sector or industry;
-
Understand organisational structure as roles and relationships;
-
Know the importance of lines of authority and accountability in
organisations towards effective organisation communication;
-
Conceptualise classical organisational theory and design,
neo-classical, humanistic and contingency organisational design
approaches;
-
Differentiate operational centralisation and decentralisation;
-
Describe the bureaucratic organisations, adhocratic organisations,
mechanistic organisations, organismic organisations;
-
Describe and enumerate some single and dual status organisations;
-
Know the degree of specificity of role in mechanistic organisations
and organismic organisations;
-
Differentiate
managerial control and worker autonomy and professionalism in
mechanistic organisations;
-
Differentiate
managerial control and worker autonomy and professionalism in
organismic organisations;
-
List some
structural typologies and describe each;
-
Illustrate a
simple, functional and divisional organisational structure;
-
Give the bases of
divisional organisational structure;
-
Illustrate a
matrix organisational structure;
-
List down some
matrix organisational types;
-
Explain the
concept of organisational culture;
-
Explain the
different classification of culture;
-
Establish the
relationship between power, culture and organisational structure;
-
Cite the link
between culture and managerial action; and
-
Suggest ways to
improve organisational culture.
-
Organisational Structure as Roles and Relationships;
-
Lines of Authority and Accountability in Organisations;
-
Unitary Command System: Classical Organisational Theory and Design;
-
Dual and Multiple Command Systems: Towards Neo-Classical, Humanistic
and Contingency Organisational Design Approaches;
-
Operational Centralisation;
-
Operational Decentralisation;
-
Bureaucratic Organisations;
-
Adhocratic Organisations;
-
Mechanistic Organisations;
-
Organismic Organisations;
-
Single Status Organisations;
-
Dual Status Organisations;
-
Role Specificity in Mechanistic Organisations;
-
Role Specificity in Organismic Organisations;
-
Managerial Control
vs. Worker Autonomy and Professionalism in Mechanistic
Organisations;
-
Managerial Control
vs. Worker Autonomy and Professionalism in Organismic Organisations;
-
Structural
Typologies;
-
The Simple
Organisational Structure;
-
Snippet of
Functional Organisational Structure;
-
Snippet of
Divisional Structure;
-
Bases of
Divisional Organisational Structure;
-
Snippet of Matrix
Organisational Structure;
-
Matrix
Organisational Types.