What organization is responsible for the overall management?

1. T. Gerrity and J.F. Rockart, “End-User Computing: Are You a Leader or a Laggard?” Sloan Management Review, Summer 1986, pp. 25–34;

P.G. Keen, “Computers and Managerial Choice,” Organizational Dynamics, Autumn 1985, pp. 35–49;

J.F. Rockart, “The Line Takes the Leadership — IS Management in a Wired Society,” Sloan Management Review, Summer 1988, pp. 57–64;

R.W. Zmud, A.C. Boynton, and G.C. Jacobs, “An Examination of Managerial Strategies for Increasing Information Technology,” Proceedings of the Eighth International Conference on Information Systems, 1987;

H. Rockness and R.W. Zmud, Information Technology Management: Evolving Managerial Roles (Morristown, New Jersey: Financial Executives Research Foundation, 1989); and

P. Dixon and J. Darwin, “Technology Issues Facing Corporate Management in the 1990s,” MIS Quarterly, September 1989, pp. 247–255.

2. J.F. Rockart and J.E. Short, “IT in the 1990s: Managing Organizational Independence,” Sloan Management Review, Winter 1989, pp. 7–18.

3. T.W. Malone and J.F. Rockart, “Computers, Networks, and the Corporation,” Scientific American, September 1991, pp. 128–136; and Rockart and Short (1989).

4. J.C. Henderson, “Plugging into Strategic Partnerships: The Critical IS Connection,” Sloan Management Review, Spring 1990, pp. 7–18.

5. In order to maintain confidentiality, this scenario and most of the others that follow are based on composites of actual consulting engagements conducted by Gerry Jacobs and Bob Blanchard of IBM within a variety of firms in the financial services, manufacturing, consumer goods, and high-technology sectors.

6. The concept of “alignment” has played a central and pivotal role in the IT literature. See:

Henderson (1990);

M.S. Scott Morton, ed., The Corporation of the 1990s (New York: Oxford University Press, 1991);

N. Venkatraman, “IT-Induced Business Reconfiguration,” in The Corporation of the 1990s, ed. M.S. Scott Morton (New York: Oxford University Press, 1991), pp. 122–158;

K.H. MacDonald, “Business Strategy Development, Alignment, and Redesign,” in The Corporation of the 1990s, ed. M.S. Scott Morton (New York: Oxford University Press, 1991), pp. 159–186; and

J.F. Rockart and J.E. Short, “The Networked Organization and the Management of Interdependence,” in The Corporation of the 1990s, ed. M.S. Scott Morton (New York: Oxford University Press, 1991), pp. 189–219.

7. See W. M. Zani, “Blueprint for MIS,” Harvard Business Review, November–December 1970, pp. 95–100;

F.W. McFarlan, “Portfolio Approach to Information Systems,” Harvard Business Review, September–October 1981, pp. 142–150;

J.A. Zachman, “Business Systems Planning and Business Information Control Study: A Comparison,” IBM Systems Journal 21 (1982): 31–53;

M.E. Shank, A.C. Boynton, and R.W. Zmud, “Critical Success Factor Analysis as a Methodology for MIS Planning,” MIS Quarterly, June 1985, pp. 121–129;

N. Rackoff, C. Wiseman, and W. Ullrich, “Information Systems for Competitive Advantage: Implementation of a Planning Process,” MIS Quarterly, December 1985, pp. 285–294;

J.C. Henderson and J.G. Sifonis, “The Value of Strategic IS Planning: Understanding Consistency, Validity, and IS Markets,” MIS Quarterly, June 1988, pp. 187–200;

A. Boynton and R. Zmud, “Information Technology Planning in the 1990s: Directions for Practice and Research,” MIS Quarterly, March 1987, pp. 59–69; and

A.L. Lederer and A.L. Mendelow, “Coordinators of IS Plans with Business Plans,” Journal of Management Information Systems 6 (1989): 5–19.

8. In particular, see Shank, Boynton, and Zmud (1985);

Rackoff, Wiseman, and Ullrich (1985); and

Henderson and Sifonis (1988).

9. Rockart (1988).

10. Rockness and Zmud (1989); and

Gerrity and Rockart (1986).

11. Rockness and Zmud (1989); and

Gerrity and Rockart, 1986).

12. B. Allen, “An Unmanaged Computer Can Stop You Dead,” Harvard Business Review, November–December 1982, pp. 77–87;

J.I. Cash, W.F. McFarlan, and J.L. McKenney, Corporate Information Systems Management (Homewood, Illinois: Irwin, 1988);

A. La Belle and H.E. Nyce, “Whither the IT Organization?” Sloan Management Review, Summer 1987, pp. 75–85;

Rockart (1988); and

Zmud, Boynton, and Jacobs (19

What is Organizational Management
Organizational Management is a discipline that encompasses the entire organisation. It is a practice that requires various people within an organisation to work together towards a common goal.

Efficient Organizational Management requires optimal use of certain resources. This is made possible through careful planning and monitoring of the workplace. An important characteristic of organisational management is the guidance it provides for employees. Through Organizational Management, individuals can become aware of their roles and responsibilities and know exactly what they need to do. Effective management is a crucial part of a profitable organisation.

Definition of Organizational Management

Organizational Management is a management activity that ensures organisational goals are reached by adequately deploying available resources and processes. Organisational management includes monitoring, planning, organising, and implementing. These all realise the organisation’s ambitions which are translated into predetermined goals and objectives.

Management and organisational behaviour

Management is the process during which responsible employees within an organisation get the job done working together with others. A lot of research has been conducted on management within organisations. Henry Fayol, known for his management theory and the 14 principles of management, was one of many researchers. Frederick Taylor, an American mechanical engineer, has also contributed with his 4 principles of management. These management principles function as guidelines for the determining of decision processes and behaviour.

Levels of Organizational Management

Most companies have an organisational structure that consists of three levels: first-level managers, middle-level managers, and top-level managers. The bottom management level consists of first-line managers.

They control the work of non-managerial employees who are usually directly involved in the production process or the creation of products within the organisation. These managers are also referred to as supervisors, line managers, or office managers. The middle level consists of managers between the first and top level. They control and supervise the work and responsibilities of first-line managers.

Job titles that are often found within this level are: project leader, department head, department manager, or division manager. The managers of the highest level make up the top of the Organizational Management. They are responsible for making decisions, determining goals and objectives, and making plans that affect the entire organisation. These managers are often referred to as operating officer, CEO, or chairman of the board.

Hierarchy

All the managers described above are ranked hierarchically based on authority and responsibility. They each perform various tasks. The different roles within an organisation are often shaped like a pyramid: the lower the level, the more managers, and vice versa.

Necessity of Organizational Management

An organisation without leaders is like a ship without a captain, it will most likely sink. And when done properly, organisational management is cost beneficial. There are various ways organisations benefit from a good management structure consisting of competent leaders.

Firstly, effective organisational management helps in the development of a clear goal and understanding of the objective of the organisation, and the course which needs to be set. It helps managers of all levels to divide the roles over the departments, and to gather a broad understanding of the various necessary functions and resources. Additionally, a good organisational structure helps the various departments within a company to work together efficiently and reach common goals. The sharing of information and internal communication becomes easier, both within a department, as the organisation as a whole.

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The articles linked to the Organizational Management tag are about various methods, theories, frameworks strategies, and other tools for Organizational Management. For instance, read more about Mary Parker Follet’s scientific insights on management.

Who are responsible for the overall management of the organization?

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