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Management - Vikhanskiy OS
Brief conclusions
The processes taking place in the organization reflect the dynamics of the organizational system. At the same time, these processes must themselves be manageable. Communication as an organizational process is a key process. The construction of communication networks makes it possible to organize communications in the most efficient manner in accordance with the prevailing situation. There are different styles of management, the use of which is also situational in nature. Sometimes her non-verbal forms play a key role in communication.
Decision-making plays a central role in the totality of all organizational processes. All other processes are as if unfolding around him. The process itself can proceed in different ways. However, in doing so, he necessarily goes through all the stages and stages that are inherent in him as an organizational process.
Power as a process is based on two principles: personal and organizational. In either case, various sources of power or means of implementing it are used. Skilful use of the sources of power available to the head is at the heart of another organizational process - leadership.
Conflict or conflict of interests is often identified with a cause that necessitates management. The facts of practice do not reject this conclusion. Conflict as an organizational process is a complex and dynamic phenomenon. Conflict can unfold at various levels: at the level of the individual, group, organization. To resolve conflicts of different levels, they use the methods and styles corresponding to them. Structural methods can be used to resolve organizational conflicts.
Basic terms and concepts
Authority
"Wealth" of information
Vertical Connections
Power and influence
Power of Information
Power over resources
Power of the example
The power of connections
Intragroup conflict
Intrapersonal conflict
Intra-Organizational Conflict
Remuneration
Perception of the message
Solution development
Horizontal Connections
Diagonal connections
Interpretation of the message
Interpretation of the problem
Intuition and creativity
Sources of power
Sources of Conflict
Channel
Value encoding
Communication
Communication network
Communication styles
Conflict in the organization
Conflict of goals
Criteria for a successful decision
Leader
Leadership
The personal basis of power
Intergroup conflict
Interpersonal communication
Interpersonal conflict
The model of bounded rationality
Nonverbal Communication
Unprogrammed solution
Unstructured problem
Information carrier
Feedback
Organizational basis of power
Organizational processes
Fundamentals of power
Open communication
Evaluation and choice of alternative
Transmitter
Political decision model
Recipient of the message
Message
The right to power
Sending a message
Receiver
Recognition of the problem
Compulsion
Decision-making
The programmed solution
The process of communication
Decision-making process
Development of an alternative
Decoding values
Rational model of the solution
The style of conflict management
Structural methods of management
Structured issue
Types of Conflicts
Levels of Conflict
Form of the message
Noise in communication
Expert authority
Bibliography
1. Anderson C Management Wm. C. Brown Rublishers, 1984.
2. EtziomA Complex Organizations. NY, 1961.
3. Gibson}., Ivanevich]., Donnelly J Organization. Irwm, 1991. 4. HellriegelD., Slocumfr J., WoodmanR. Organizational Behavior. West Publishing
Co., 1989.
5. Hersey P, Blanchard To the Management of Organizational Behavior. Prentice Hall, 1988
6. Koontz H, O'Donnell C , Weihnch H. Essentials of Management. McGraw-Hill, 1986.
7. MmtzbergH. Power in and around Organization. Prentice Hall, 1983.
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