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1. Top level / Administrative level 2. Middle level / Exec tor! 3. Lo" level / # pervisor! / $perative / %irst-line managers
"anagers at all these levels perform different functions. The role of managers at all the three levels is discussed below
LE&EL# $% MA'A(EME'T Top Level of Management #t consists of board of directors, chief e$ecutive or managing director. The top management is the ultimate source of authority and it manages goals and policies for an enterprise. #t devotes more time on planning and coordinating functions. The role of the top management can be summarized as follows ! a. Top management lays down the objectives and broad policies of the enterprise. b. #t issues necessary instructions for preparation of department budgets, procedures, schedules etc. c. #t prepares strategic plans & policies for the enterprise. d. #t appoints the e$ecutive for middle level i.e. departmental managers. e. #t controls & coordinates the activities of all the departments. f. #t is also responsible for maintaining a contact with the outside world. g. #t provides guidance and direction.
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Lo"er Level of Management %ower level is also known as supervisory & operative level of management. #t consists of supervisors, foreman, section officers, superintendent etc. 'ccording to (.). *avis, +upervisory management refers to those e$ecutives whose work has to be largely with personal oversight and direction of operative employees,. #n other words, they are concerned with direction and controlling function of management. Their activities include ! -. r. s. t. 'ssigning of jobs and tasks to various workers. They guide and instruct workers for day to day activities. They are responsible for the -uality as well as -uantity of production. They are also entrusted with the responsibility of maintaining good relation in the organization. u. They communicate workers problems, suggestions, and recommendatory appeals etc to the higher level and higher level goals and objectives to the workers. v. They help to solve the grievances of the workers. w. They supervise & guide the sub!ordinates. $. They are responsible for providing training to the workers. y. They arrange necessary materials, machines, tools etc for getting the things done. z. They prepare periodical reports about the performance of the workers. aa. They ensure discipline in the enterprise. bb. They motivate workers. cc. They are the image builders of the enterprise because they are in direct contact with the workers.
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They list the daily challenges in the field as the need for speed, resistance to change, interpersonal skills and awareness, and differentiating organizational development, which refers to the variety of definitions of organizational development among practitioners and how this impacts consultants, clients, and the clients5 needs. The opinions on the future direction of the field vary among its practitioners. Aevertheless, the continuing interest in and value of optimizing an organization5s needs and goals with the needs, wants, and personal satisfaction of its employees indicate that organizational development will continue to be relevant to and vital for organizational reform in the future, either in its present form or through evolution into other theories and practices.
Q.3) 4rite a note on techno str ct ral interventions. 'ns ! +tructural #nterventions "ay be called as techno structural interventions This class of interventions include changes in how the overall work of an organisation is divided into units, who reports to whom, methods of control, the arrangement of e-uipment and people, work flow arrangements and changes in communications and authority. /.+ociotechnical +ystem is largely associated with e$periments attempted to create better fit among the technology, structure and social interactions of a particular production unit. Bremises of +ociotechnical +ystem 6/7 Cffective work system must jointly optimize the relationship between their social and technical parts. 6:7 +uch system must effectively manage the boundary separating and relating them to the environment.
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Q8) List the different t!pes of $rgani+ation c lt re. 'ns ! ?hen we walk into an organisation and get a certain 5feel5 for it, whether it is fast moving and responsive, or whether it feels old and backward looking, this 5feeling5 is referred to 5organisational culture5. )ulture is about how the organisation organises itself, it5s rules, procedures and beliefs make up the culture of the company. #n this section we are going to briefly look at si$ types of organisational cultures. 1o"er 9 lt re ?ithin a power culture, control is the key element. Bower cultures are usually found within a small or medium size organisation. *ecisions in an organisation that display a power culture are centralised around one key individual. That person likes control and the power behind it. 's group work is not evident in a power culture, the organisation can react -uickly to dangers around it as no consultation is involved. =owever this culture has its problems, lack of consultation can lead to staff feeling undervalued and de!motivated, which can also lead to high staff turnover. .ole 9 lt re )ommon in most organisations today is a role culture. #n a role culture, organisations are split into various functions and each individual within the function is assigned a particular role. The role culture has the benefit of specialisation. Cmployees focus on their particular role as assigned to them by their job description and this should increase productivity for the company. This culture is -uite logical to organise in a large organisation.
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Q=) 4rite a note on designing interventions. 'ns ! )hoosing interventions that are well!matched to local needs and capabilities, and then carefully implementing those interventions, are vital steps for increasing healthy eating and active living. *esigning effective interventions re-uires that you use all that has been accomplished and learned about the community throughout the planning process in terms of needs, resources, and interests.
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?hen considering intervention components and strategies, lessons learned from what has worked in the past can provide a valuable foundation for future work. Those strategies, activities, and approaches that research and evaluation have found to be effective in promoting public health are called best practices,. (eviewing these best practices and model programs saves communities from reinventing the wheel, and gives immediate direction to program planning. #nformation about best practices and model programs can help the community determine how to proceed with the specifics of developing its interventions 6e.g., whom to involve, which levels should be targeted first, se-uence of events and activities7. Brovided as support material to illustrate current e$amples and recommended healthy eating active living interventions is -ntervention strategies: To be effective, intervention plans should use educational, policy, and environmental strategies. Together the three intervention strategies can be helpful in changing knowledge, attitudes, skills, behavior, policies and environmental factors to improve the health and well!being of the community. C$amples of activities that might be included under each strategy are as follows Ed cational #trategies: )ommunication and skill!building. o )ommunication methods media advocacy, lecture!discussion, print materials, audiovisual aids, educational television, and programmed learning. o Training methods classes to develop skills, simulations and games, small!group discussions. 1olic! #trategies: Bolicies, regulations, laws as well as informal rules and understandings of government and local organizations. o Bolicies designed to restrict or limit unhealthy actions. o Bolicies designed to encourage healthy eating and active living fle$ time at worksites for employees to engage in physical activity or e$tended hours to use community recreational facilities. Environmental #trategies: Bhysical or social environmental changes. o 'dding more street lights to discourage crime and encourage physical activity. o )onverting railroad beds into walking trails o )onstructing shower facilities at worksites for employees who e$ercise
1rogram #ettings: The intervention strategies in a community health promotion program are most effective when done in as many of the following settings as appropriate. These settings serve as channels through which you can reach your target group as well as sites for using educational, policy, and environmental strategies. #chool: +chools can be viewed as the most important setting for ultimately educating the entire population and more immediately for educating children and youth. ' comprehensive school health
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