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Introduction to Business Administration Lesson 1 1 Administration Administration can be defined as the process of organizing resources efficiently to accomplish a goal 1 1 Concept of Administration Provides the foundation for management in many different industries

What is the introduction to business management?

    Introduction to Business Management: fresh perspectives Chapter 2. 2.1 Introduction In this unit, we will discuss entrepreneurship and small businesses. Entrepreneurs, i.e. the people practicing entrepreneurship are typically people with good ideas and a business mindset with the drive to start a new business.

What is Section 1 of the development of business and management?

    Section 1: The development of business and management Chapter 1 focuses on the concepts, definitions and origins of the subject you are studying. The chapter aims to act as an introduction to the content that you will be studying and so is a distinct part of the course.

What is 107 introduction to business and management?

    Introduction 1 Introduction Welcome to 107 Introduction to business and management. You have chosen to study a dynamic subject that will stretch your knowledge and challenge your ideas. This is an introductory course, which is designed to engage you with the key concepts, models, debates and problems in the study of business and management.

What is the primary aim of Business Management?

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1938; March & Simon, 1958), emphasizing a manager"s understanding of workers as

socio-psychological beings who need to be motivated (Tannenbaum, Weschler, & Massarik, 1961). Management has also been discussed from both decision-making and mathematical perspectives (Koontz, 1961). Although most of these will be addressed in detail in future chapters, it is important to note that they appear to be the rolesof management and not true definitions of what it is to manage. Koontz (1961) stated that "most people would agree that [management] means getting things done through and with people" (p. 17). Management,as viewed in this book, is best defined within groups. It is an ongoing process that works toward achiev- ing organizational goals. It may consist of multiple organizational layers, offices, people, positions, and so on. In other words, management is an ongoing process of getting things done through a variety of people with the least amount of effort, expense, and waste, ultimately resulting in the achievement of organizational goals (Moore, 1964). -4579796029264849M2931I6297O2M7D9?E fdiinomnromne

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Blau and Scott (1962) defined an organization by using categories. The first category con- sists of the owners or managers of the organization, and the second are the members of the rank and file. Third are the clients, or what Blau and Scott referred to as the people who are outside of the organization but have regular contact with it. Fourth is the public at large, or the members of society in which the organization operates. They suggest that organizations benefit someone-either the management, the membership, the client, or the commonwealth. This definition fits well with private enterprise in that the managers or shareholders may benefit greatly from the organization"s business and sales. Hecht (1980) suggested that "any organization is a complicated system of interactions between people working at various levels in that organization and reacting with the social, eco- nomic, cultural, political, and competitive systems which surround it" (p. 86). A more contemporary definition of an organization(and perhaps one more fitting to criminal justice) suggests that it is "an organized or cohesive group of people working together to achieve commonly agreed goals and objectives....The basic objectives of most commer- cial organizations are to create a product or service that customers will buy, thus creating profit" (McGovern, 1999, n.p.).In criminal justice, the typical organization is not attempt- ing to generate a profit, but rather to deter, prevent, identify, and process crime and crim- inal acts. It is service based. The hope of achieving goals and objectives is the same, but the functions and activities are in contrast to commercial or for-profit organizations. Members of an organization usually share a common vision, mission, values, and strategic goals. The visionis how the individuals imagine the goals of the organization being accomplished. Each person will have a particular way he or she sees the organiza- tion functioning. As long as the organization is working according to their vision, people perceive the organization as going well. The missionis the overall purpose of the organi- zation and is used to help describe organizations to those outside of them, such as com- munity members. The mission may be a statement or a list of goals to be accomplished (Ivancevich, Donnelly, & Gibson, 1989). A correctional institution"s mission may include statements regarding protecting the public, staff members, and inmates; providing oppor- tunities for rehabilitation; and assisting in reintegrating offenders into society once released. A common mission statement in police departments may include phrases that support public safety, working with citizens and the community, and reducing crime. The Fairfax, County Police Department in Virginia, for example, states, "The Fairfax County Police Department protects persons and property by providing essential law enforcement and public safety services, while promoting community involvement, stability, and order through service, assistance and visibility" (Fairfax County Police Department, 2002, n.p.). The valuesheld in an organization are considered priorities. They incorporate aspects of the vision and the mission in order to focus the activities of an organization. The values are determined by the culture of the organization. In policing, the culture tends to revolve around providing services, controlling crime, and increasing public safety. There are strict policies and procedures to be followed in carrying out the activ- ities of the policing agency. Officers" positions are well defined, and there is a clearly identified hierarchy in the organization. Employees are expected to promote honesty and integrity while completing their tasks. Again, looking at the Fairfax County Police Department (2002), their values have been identified as the following:

We believe...

The highest moral and ethical standards are the cornerstone of the agency, and all members are expected to adhere to these standards. The agency, through all of our employees and volunteers, strives to uphold the public trust and maintain accountability to the public. The employees are the most important asset of the Department, and only through teamwork, mutual respect, and cooperation can the community be best served.

The role of the police is determined by the community it serves; through a partner-ship with the citizens, the Department improves the quality of life through controland reduction of crime.

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/4/9L?/:,>B0>,4/>:B0,=05@>?4140/496477492348J "4770=>,4/I8,E492+3D4>7,B091:=.0809? :@??30=049>@.3,3@203@==D?:K20?K0=/:90LJ (3,?8,D-0?30-0>?<@0>?4:9:1,77 o$-)-z,(-OMO %%)$(.-(%$(-)""-t*'!- The strategic goals will state what the agency plans to accomplish and the particular activities its employees are likely to use to achievethe goals. As was mentioned previously, the structure and culture of the organization are reiterated in the strategic goals. Likewise, the strategic goals of an agency provide employees the opportunity to align themselves and their personal goals with the agency"s stated goals. In addition, citizens in the com- munity can determine whether an agency is accomplishing the mission by assessing the statements made in the strategic goals and the outputs delivered by the department. The better organized an organization is, the better it will be able to accomplish its goals. The term organizedcan relate to structure. Organizations are structured verti- cally and horizontally. They contain departments, units, specializations, work groups, jobs, and so on. The structure is typically determined by how formal the organization is. If there is a rigid hierarchy, or what some refer to as bureaucracy, the organization is seen as cen- tralized. Centralized organizationshouse authority positions at the top of the hierarchy, in the upper levels of the administration. Managers are responsible for most decisions in centralized organizations, and communication is sent from management to lower- level staff on how to perform tasks and on changes in policy or procedure. However, if there are few levels of authority between the top managers and the line staff (those per- forming the everyday tasks or jobs), the organization is seen as decentralized. Decentralized organizationsallow for lower-level staff to make decisions on policies or procedures that directly affect the accomplishment of tasks and goals (Ivancevich, Donnelly, & Gibson, 1989). Delegation of authority is foremost in decentralized orga- nizations. The structure of organizations and the impact centralization or decentral- ization has on how organizations function and accomplish goals will be discussed in greater detail in Chapter 2. For now, it"s important to realize that the structure of an organization determines how much autonomy,or the power to self-govern, workers have within that organization. The chain of command within an organization can also determine structure. A chain of commandis the vertical line of authority that defines who supervises whom in an organization. If an organization has a well-defined, unyielding chain of command, the organization is formalized. Formal organizationsare bureaucratic and have clearly defined rules, procedures, and policies. Those at the higher levels of the chain have the authority and power to issue commands to those at the lower level. Police departments tend to utilize formal chains of command with street officers reporting to sergeants, who report to lieutenants, who report to assistant chiefs, who report to the chief of police, and there may even be levels in between these. Skipping a level in the chain of command may result in formal reprimands and is highly frowned upon by coworkers and supervisors. In a formal chain of command, information will travel from the chief of police, to the assistant chiefs, to the commanders and sergeants, and finally to the street-level officers. Questions or comments regarding the information will travel back up the chain of command in a similar fashion. By looking at Figure 1.1, one can see a sample of the formal structure typical of a police department. Under the Assistant Chief of Operations, for example, the patrol officers report to the shift sergeants who report to the shift lieutenants in each squad. Each area of specialty has a defined chain of command within the overall chain of command or structure of the organization. -4579796029264849M2931I6297O2M7D9?L 1

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