Ebook Management (6th edition): Part 2
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Ebook Management (6th edition): Part 2
Organising410Organisational structure and design11Managers and communication12Human resource managementOrganising is an important task of managers - o Ebook Management (6th edition): Part 2one that is not always understood or appreciated. However, when the organisation's goals and plans are in place, the organising function sets in motion the process of seeing that those goals and plans are pursued. When managers organise, they are defining what work needs to get done and creating a s Ebook Management (6th edition): Part 2tructure that enables those work activities to be completed efficiently and effectively.In Part 4. we look at the management function of organising. CEbook Management (6th edition): Part 2
hapter 10 introduces the concepts of organisational structure and organisational design. Part of getting an organisation to function well is to make sOrganising410Organisational structure and design11Managers and communication12Human resource managementOrganising is an important task of managers - o Ebook Management (6th edition): Part 2t in Chapter 11. Finally, the organising function involves finding people to fill the jobs that have been created. In Chapter 12, we will therefore discuss the human resource management activities in which managers become involved.Ccf*n0t c Pranas Ail in In la inzsca •( Pranaa Awtnka Cna?Pr-TOU42Ỉ&4 Ebook Management (6th edition): Part 2&S - Robbsai XlMapurat tfbrdinaawww.downloadslide.comChapter 10Organisational structure and designLearning outcomesOnce managers are done planning, thEbook Management (6th edition): Part 2
en what? This is when managers need to begin to 'work the plan'. And the first step in doing that involves designing an appropriate organisational strOrganising410Organisational structure and design11Managers and communication12Human resource managementOrganising is an important task of managers - o Ebook Management (6th edition): Part 2chapter:10.1Explain why organising is important.10.2Describe six key elements in organisational design.10.3Contrast mechanistic and organic structures.10.4Identify the contingency factors that favour either the mechanistic model or the organic model of organisational design.10.5Describe traditional Ebook Management (6th edition): Part 2organisational designs.10.6Discuss contemporary organisational designs.10.7Describe today’s organisational design challenges.Ccf n|kl t ?unn Ẳ.inta (aEbook Management (6th edition): Part 2
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g well-recognised by Australian households. In 1983, Myer acquired Grace Bros Holdings Ltd. a department store chain based in New South Wales. In 1985Organising410Organisational structure and design11Managers and communication12Human resource managementOrganising is an important task of managers - o Ebook Management (6th edition): Part 2store chain was in deep trouble.In June 2006, Myer was acquired from Coles Myer Ltd by a consortium comprising Newbridge Capital. Texas Pacific Group |TPG), Blum Capital and the Myer Family Company (the 'consortium') in a $1.4 billion transaction. Eighty-three per cent of Myer was owned by TPG and a Ebook Management (6th edition): Part 2ssociates, 9 per cent by management, and 8 per cent by the Myer Family Company. According to Bernie Brookes, the new ownership structure was advantageEbook Management (6th edition): Part 2
ous for Myer, for a couple of reasons. First, it gave the new management team, as one of the three key ownership groups within the business, a lotof sOrganising410Organisational structure and design11Managers and communication12Human resource managementOrganising is an important task of managers - o Ebook Management (6th edition): Part 2urces on external communication to shareholders and financial analysts. Instead, it could focus on Its internal communication with staff and on getting the job done in terms of turning the organisation around.The new management team under the leadership of Bernie Brookes set out an ambitious 'First Ebook Management (6th edition): Part 2100 Days' plan that was intended to be a bold start to a 50-month turnaround program of achieving the vision of becoming an 'International Class RetaiEbook Management (6th edition): Part 2
l Business providing Inspiration to Everyone".One of the first things that had to be changed was the culture, which needed to become more customer-focOrganising410Organisational structure and design11Managers and communication12Human resource managementOrganising is an important task of managers - o Ebook Management (6th edition): Part 2ed. The 'old' Myer had become famous for multiple management layers and duplications. What management wanted to achieve was to change the emphasis of the business from being 'head office-centric', or autocratic, to being much more 'store-centric’, or autonomous.Brookes had anticipated a hard slog ge Ebook Management (6th edition): Part 2tting staff and store managers on board with the change program after years of difficulties at the retailer, but he found them eager for change. TheyEbook Management (6th edition): Part 2
found the 'new Myer' willing to listen to their ideas. The objective of the new approach was to empower local management to drive store sales, improveOrganising410Organisational structure and design11Managers and communication12Human resource managementOrganising is an important task of managers - o Ebook Management (6th edition): Part 2shed for each store to spend locally on community sponsorships and in store events. Store managers were given a say about what products they would stock, how they would market them, how they would manage their people, and so on. Cross-functional teams, called ■Red Teams', were set up that identified Ebook Management (6th edition): Part 2 101 customer service improvement projects across the whole retail chain. According to Brookes, the increased autonomy of store managers paid off in iEbook Management (6th edition): Part 2
mproved morale of management and staff. Along with greater autonomy, Brookes also offered 1200 managers and staff across the business incentivised remOrganising410Organisational structure and design11Managers and communication12Human resource managementOrganising is an important task of managers - o Ebook Management (6th edition): Part 2endent organisational platform with its own human resources, IT and distribution functions. By mid-2007, Myer had completed this transition to its own recruiting and training, as well as payroll and performance management, systems. IT was largely outsourced to IBM. However, (he biggest restructure o Ebook Management (6th edition): Part 2ccurred in the distribution function. Instead of having 34 small distribution centres, a new supply chain management system was put in place based onEbook Management (6th edition): Part 2
four large Australian distnbution centres - Perth, Bnsbane, Melbourne and Sydney - and four Asian hubs -in Shenzhen (China), Shanghai, Hong Kong and SOrganising410Organisational structure and design11Managers and communication12Human resource managementOrganising is an important task of managers - o Ebook Management (6th edition): Part 2osts, and create a clearer chain of command and accountability. Basing the distribution around four warehouses across Australia meant that fashion goods would reach Myer stores 14-21 days faster, in a better and more store-ready condition, and at half the cost, than under the previous arrangements.B Ebook Management (6th edition): Part 2y 2009, after three years and an investment of more than $500 million in Its supply chain, technology, brands and stores, Myer was back in a competitiEbook Management (6th edition): Part 2
ve position, generating healthy annual earnings before interest and tax of $236 million.Organising410Organisational structure and design11Managers and communication12Human resource managementOrganising is an important task of managers - oOrganising410Organisational structure and design11Managers and communication12Human resource managementOrganising is an important task of managers - oGọi ngay
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