Human resources

Table of Contents

1. Topic pack - introduction
2. 2.1 Human Resource Planning - Notes
3. 2.1 Human resource planning - questions
4. 2.2 Organisational structure - notes
   1. Organisational structure
   2. Formal and informal organisation
   3. Organisation charts and structures
   4. Flat and tall organisational structure
   5. Delegation
   6. Span of control and levels of hierarchy
   7. Chain of command
   8. Delegation
   9. Bureaucracy
   10. Centralised or de-centralised management?
   11. Matrix structure / Project teams
   12. Flexible structures
   13. The informal organisation
   14. Organisation of human resources
   15. Outsourcing &offshoring
5. 2.2 Organisational structure - questions
6. 2.3 Communication - notes
7. 2.3 Communication - questions
8. 2.4 Leadership and management - notes
9. 2.4 Leadership and management - questions
10. 2.5 Motivation - notes
11. 2.5 Motivation - questions
12. 2.5 Motivation - simulations and activities
13. 2.6 Organisational and corporate cultures - notes (HL only)
14. 2.6 Organisational and corporate cultures - questions
15. 2.7 Employer and employee relations - notes (HL only)
16. 2.7 Employer and employee relations - questions
17. 2.8 Crisis management and contingency planning - notes
18. 2.8 Crisis management and contingency planning - questions
19. Printable version

Bureaucracy

Ironically according to many sociologists, such as Max Weber (1864 - 1924), the development of bureaucratic organisation is necessary for the emergence of any modern civilization. Weber believed that bureaucracy was the most appropriate administrative system for the rational pursuit of organisational goals. Weber identified the following characteristics of a bureaucracy:

• A high degree of specialisation
• A hierarchy with well defined levels of authority
• A system with formal rules and procedures
• Written records of decisions made
• Authority resting with the office or position in the hierarchy rather than with the individual

Like many concepts, bureaucracy was appropriate at the time when organisations were small. As large scale businesses developed the application of bureaucratic principles began to get in the way of the efficient operation, slowing decision making and creating considerable 'red-tape'. The response to this perceived inefficiency, from the 1980s onwards, was to reduce the bureaucratic nature of an organisation by delayering and downsizing.

1

Effective delegation Which of the following is NOT a way of ensuring maximum effectiveness of delegation? a) An act of delegation requires careful planning b) The employee to whom authority is delegated must have the full power to carry out the tasks c) The individual must be correctly dressed for the tasks being delegated d) All the necessary resources and support must be given to those delegated tasks Yes, that's correct. Well done. Though it would be sensible in certain cases to be correctly dressed, it is not an essential pre-requisite of delegation and is therefore NOT. a way of ensuring the maximum effectiveness of delegation.No, that's not right. The correct answer is C as, though it would be sensible in certain cases to be correctly dressed, it is not an essential pre-requisite of delegation. A must certainly is, as poor planning can leave individuals feeling stranded and poorly prepared. B is also essential else the individual cannot carry out the tasks they have been given. D is also an essential part of making delegation effective.Your answer has been saved.