The document discusses various aspects of organizing and entrepreneurship within organizations. It covers formal and informal organization structures, departmental organization, span of management, intrapreneurs vs entrepreneurs, reengineering organizations, and the organizing process. Key factors that determine effective span of management and steps in the organizing process are outlined. An example is given of John Warnock and Charles Geschke as intrapreneurs at Adobe.

1. A Global and Entrepreneurial Perspective MANAGEMENT

2. PRINCIPLES OF MANAGEMENT Sr. No. Chapter No. Chapter Heading 1 1 Management: Science, Theory and Practice (27 th September 2010) 2 4 Essentials of Planning and Managing by Objectives (4 th Oct) 3 5 Strategies, Policies and Planning Premises (11 th Oct) 4 6 Decision Making (18 th Oct) 5 7 The Nature of Organizing, Entrepreneuring, and Reengineering 6 8 Organization Structure: Departmentation 7 9 Line/ Staff Authority, Empowerment and Decentralization 8 10 Effective Organizing and Organization Culture 9 14 Human Factors and Motivation 10 15 Leadership 11 16 Committees, Teams and Group Decision Making 12 18 The System and Process of Controlling Sessional Evaluation External Evaluation 15 15 20 50 50 Quiz per Class Assignment & Presentation Mid-term Total Sessional External Exam

3. The Nature of Organizing, Entrepreneuring, and Reengineering Chapter 5

7. FORMAL AND INFORMAL ORGANIZATION

10. PRINCIPLE OF THE SPAN OF MANAGEMENT There is a limit to the number of subordinates a manger can effectively supervise, but the exact number will depend upon the impact of the underlying factors

11. FACTORS DETERMINING AN EFFECTIVE SPAN Narrow span of management may be more effective when Wide span of management may be more effective when Little or no training of the subordinates Thorough training of the subordinates Inadequate or unclear authority delegation Clear delegation and well defined tasks Unclear plans for non repetitive operations Well- defined plans for repetitive operations Non verifiable objectives and standards Verifiable objectives and standards Use of poor or inappropriate communication techniques, including vague instructions Use of appropriate techniques, such as proper org structure and clear communication Ineffective interaction of superior and subordinate Effective interaction of superior and subordinate Greater number of specialities at lower and middle levels Greater number of specialities at upper levels Incompetent and untrained manager Competent and trained manager Complex task Simple task Subordinates’ unwillingness to assume responsibility and reasonable risks Subordinates’ willingness to assume responsibility and reasonable risks Immature subordinates Mature subordinates

15. THE ORGANIZING PROCESS Detailed picture is in book p179