Introduction to people organisation and management

Managing landscapes for climate-smart agricultural systems: Lesson learned Background Different landscapes require different approaches, depending on the state and nature of the resources, land use dynamics, and social and economic contexts. Eight case studies were presented and analysed in order to illustrate some aspects of a holistic landscape approach in different contexts FAO a.

Introduction to people organisation and management

In large organisations, management represents the key factor that propels businesses and industries to attain growth and development. There are a variety of views about management. Practically, the term management refers to planning, organizing, leading, and controlling of organisational activities and their resources McNamara.

Planning involves identifying goals, objectives, methods, resources, and responsibilities and dates for the completion of tasks. Establishing the strategic direction and vision for the organisation involves influencing people to follow that direction and share the same vision.

Management is also about controlling the human resource processes, the human resource systems, and the human resource structure of the organisation in order to make it more adaptable to change in its internal and external environment.

This report will try to make an analysis of the existing organisational culture, structure, and management style of Harvester Restaurant. It is presented with adequate emphasis on how management, when confronted with a new reality, was able to identify its weaknesses in its management structure, style, and existing culture and the corresponding remedies and management initiatives through empowerment and other changes in the style and structure of their management.

Harvester Restaurant is a wholly owned brand within the Forte Restaurants Division and was recently purchased by the Bass Group Ashness and Lashley, p. Byit had 78 chains of restaurants around the United Kingdom. Today, it has over 2, drinking and entertainment establishments Wikipedia.

Its previous management setup was thought to be obstructing the way its employees commit themselves to the quality of their service to customers. Management Structure and Problems Harvester was initially managed in a traditional hierarchical manner.

Each restaurant unit was managed by a restaurant manager and two to three assistant managers. This management team was responsible for the day-to-day running of the unit which includes ordering stocks, maintaining the security of materials and money, cashing up and banking takings, locking premises, staffing and management of all the people within the unit Ashness and Lashley, The restaurant unit manager reports directly to a regional manager.

Four regional managers are directly accountable to the operations managers north and south divisions while the operations managers report to the managing director.

This structure produced five layers between the customers and the managing director. The management team then became aware of the new emerging demands and discerning attitude of customers.

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At this point, there seems to be a problem with the layers of management. In this structure, decisions are made at the top and passed down through several intermediaries. But according to studies made, people resist solutions imposed by people who lack familiarity with day-to-day operations Harvard Business Essentials, The problem then is that in this structure, senior level managers are better at telling people what to do than at getting employees to collaborate and made significant contributions.

Under this Harvester management setup, a lot of problems emerged. There was low commitment from their employees. The rate of turnover was high.

The organisation itself was too dependent on their managers for decisions. Resources and skills were under-utilized Ashness and Lashley, Too much attention was given to processes and not on the attentive values.

Employees, who are usually the ones in direct contact with customers and who usually hold direct knowledge on the day-to-day operations are usually not listened to. But there are other factors which might have been influencing these happenings. According to Duckmost leaders do not have enough vertical contact with others in the organisation or enough time to stay in touch.

While most leaders recognize the value of being connected with people at every level and of getting unfiltered information, very few know how to make it happen without investing more time than they feel they have available. While it has set up long term goals and mechanisms to satisfy its customers, it has failed to address their immediate needs and concerns.

It is not altogether uncommon for conflict to occur inside the organisation. Conflict occurs when individuals or groups are not obtaining what they need or want.

People in organisations bring with them different educational backgrounds, interests, preferences, religious and ethical values, and personalities. Usually, it causes the flow of real communication which results to the identification and resolution of problems.

In a hierarchical structure however, there is a greater chance that conflict would occur.

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The communication process passing through different layers does not always guarantee that the right information flows correctly.2 An Introduction to Asset Management A simple but informative introduction to the management of physical assets By Robert Davis We are all asset managers.

Get an introduction to U.S. for-profit and nonprofit business organizations in this topic from the Free Management Library. New funding announced to help disadvantaged people back into work and ensure women ‘thrive’.

Understand what the corporation is there for, what it is able to do and how it is to be managed. Introduction to Management - REPORT Introduction: Establishing the strategic direction and vision for the organisation involves influencing people to follow that direction and share the same vision.

Management is also about controlling the human resource processes, the human resource systems, and the human resource structure of the.

Types of maintenance: 1. Breakdown maintenance: It means that people waits until equipment fails and repair it. Such a thing could be used when the equipment failure does not significantly affect the operation or production or generate any significant loss other than repair cost.

Introduction to people organisation and management
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