- •25. The obstacles to effective strategic planning and their overcoming.
- •26.The obstacles to the effective implementation of the strategic plan and their overcoming.
- •27. The concept of the operational plan, the operational programme and schedule.
- •28. The concept and the essence of the operational planning and controlling its implementation.
- •29. The concept and the essence of the governance (management) by objectives and its advantages and disadvantages.
- •30. The concept and stages of organizing.
- •31. The types of organisational structures and their advantages and disadvantages.
- •Substantive:
- •Matrix:
- •32. Criteria for the selection of an appropriate organizational structure by Drucker
- •34. The concept of the formal structure of the organisation and the advantages and disadvantages of using the organizational charts.
- •35. The guidelines for policies, procedures, instructions, rules, standards etc..
- •36. Coordination rules
- •37. The culture of the organization.
- •38. The subjects, the sources (channels) and forms of material feeding.
- •41.The concept of information and its types and factors determinig its importance in governance of the company.
- •47. The factors influencing the flow of information.
- •44. The information flow model.
- •46. The concept and the essence of the information systems in management
35. The guidelines for policies, procedures, instructions, rules, standards etc..
Regulations and Procedures
Written detailed information on how to proceed in a given situation:
a) Regulation: general (terms and conditions of work, remuneration regulations, organizational regulation, statement of safety and health at work etc.)
b) Procedure: professional (concerning respective activities) for:
• Employees dealing with given activities (ex: procedure of opening and conducting of bank accounts, lending operations, procedure of documentary letter credit...);
• Customers (ex: procedure of opening and conducting of bank accounts, lending operations, procedure of documentary letter credit...);
Standards
professional, measurable, desirable, agreed norm of quality of:
• Organization or of its part,
• Process (technology) , or
• Output (products).
b) according to the needs of consumers;
c) which is compared with the observed level of quality.
Principle
Specific or general non-obligatory reference for activities or products.
Guidelines
Guidelines or policies are general recommendations for:
a) the realization of decisions (the boundaries of the area of possible (feasible) solutions) and
b) conflicts solving on different levels.
They are formulated by top management to:
a) cause the organization to be the epitome of top management values;
b) increase effectiveness of organization.
General rules of conduct
Are general rules for implementation of tasks and solution of conflicts.
They are:
a) within the given organization or its part,
b) written or not written,
c) more or less obligatory;
They are applied:
• in the process of analysis,
• of usually, but not necessarily, unique situations,
• before respective actions are taken.
36. Coordination rules
Coordination principles
Depends upon governance span (number of units subordinated directly).
Manager has to give an answer to two questions:
• What amount of information is needed by the unit to perform assigned activities?
• What amount of information is needed by the unit so that it is able to transform?
If these two amounts of information do not coincide, the manager has to choose coordination principles (mechanisms), adjust 'coordination ability of unit' to its 'coordination needs'.
The manager has:
either to increase coordination potential through:
• increase efficiency of governance, and/or
• development (vertically and/or horizontally) of informatics systems;
and/or
limit the coordination needs by:
• creation (formation) of reserves, and/or
• decentralization.
37. The culture of the organization.
Organizing control/auditing
1. Creation of respective functional unit in: • headquarters, and • organizational units.
2. Elaboration of duties, rights and responsibilities of control managerial staff of different levels.
3. Elaboration of rights and obligations for control clerks.
4. Elaboration of control process.
5.1. Elaboration of pre-control procedures (usually there are many because of differences in controlled activities):
a) norms (standards) of effectiveness;
b) early warning indicators;
c) methods of effectiveness measurement;
d) methods of information on plan implementation.
5.2. Setting norms (standards):
a) together with or without the person to whom they are addressed;
b) reasonable number of;
c) quantitative or qualitative analytical, technical, statistical;
d) uniform or differentiated.
5.3. Norms must be:
a) precisely defined;
b) rigid but reachable;
c) addressed to specific people;
d) easily understandable;
e) acceptable by those who are addressed.
5.4. Level of norms.
6. Elaboration of control procedures :
a) who performs control?,
b) subject(s) of control (who?, what?),
c) place(s) of control (where?),
d) types (regular, irregular, ad hoc),
e) time and frequency of control ( when? , how often?),
f) method(s) of control (how?),
g) procedural details of control.
7. Elaboration of methods and procedures for comparison of achieved norms of effectiveness with the pre-defined ones to determine types and sizes of deviations.
8. Elaboration of method(s) of analysis(es) of importance of every deviation and presentation of their results.
9. Elaboration of post-control procedures for:
a) presenting results of control;
b) reporting results of control;
c) post-control letter from the supervising body;
d) answers of controlled to the supervising body;
e) re-control, if any.
10. Elaboration of procedures for respective actions afterwards:
a) rewards, punishments and related, if any;
b) changing norms, plans etc., if any.