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People theoryOrganisation and managementstructuresManagers are people who steer an organisation towards meeting its'

objectives. Management has been described as: 'the process of planning,

organising, leading and controlling the efforts of organisation members and of

using all organisational resource to achieve stated organisational goals.' A

manager's job is to maintain control over the way an organisation does things,

and at the same time to lead, inspire and direct the people under them.

In a company the shareholders will elect a board of directors to represent their

interests. A Managing Director will be appointed who has overall responsibility

for running the company.

The managing director with help from other directors will appoint senior

managers to run the company.

The type of managers appointed will depend on the structure of the company.

Possible structures will include:

regional managers when an organisation operates on a regional basis
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simplified its operations to run from large superfactories that serve largegeographical markets. Product distribution is then organised by continent, withcountry managers reporting to their continental manager. The organisationthus has a matrix structure based on two main lines of communication - 1) byproduct category, 2) by geographical region. The matrix structure allows

combining the benefits of a strong product expertise, together with strongoperational structures per geographic area.

Find people case studies

Developing appropriate

leadership styles

Edition 16

This case study will show how Tesco's

leadership framework is fundamental to

developing the qualities of leadershipneeded at every level in the business.

Using teamwork to build a

better workplaceEdition 16

This case study illustrates how CMI, by

training managers and leaders,

supports the work of effective team-

working within the workplace.
http://businesscasestudies.co.uk/tesco/developing-appropriate-leadership-styles/http://businesscasestudies.co.uk/tesco/developing-appropriate-leadership-styles/http://businesscasestudies.co.uk/tesco/developing-appropriate-leadership-styles/http://businesscasestudies.co.uk/cmi/using-teamwork-to-build-a-better-workplace/http://businesscasestudies.co.uk/cmi/using-teamwork-to-build-a-better-workplace/http://businesscasestudies.co.uk/cmi/using-teamwork-to-build-a-better-workplace/http://businesscasestudies.co.uk/cmi/using-teamwork-to-build-a-better-workplace/http://businesscasestudies.co.uk/tesco/developing-appropriate-leadership-styles/http://businesscasestudies.co.uk/tesco/developing-appropriate-leadership-styles/


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Edition 15

This case study shows how a dynamic

and growing company needs to recruit

new people with new skills to meet the

energy challenges of the 21st century.

Workforce planning at British

Gas

Edition 15

This case study explores how British

Gas manages the recruitment and

selection of new employees.

Developing a Human Resource

strategy

Edition 15

This case study focuses on Human

Resource Management within Tarmac.

It looks at how workforce planning and

other HR strategies enable Tarmac to

meet its mission.
http://businesscasestudies.co.uk/british-gas/workforce-planning-at-british-gas/http://businesscasestudies.co.uk/british-gas/workforce-planning-at-british-gas/http://businesscasestudies.co.uk/british-gas/workforce-planning-at-british-gas/http://businesscasestudies.co.uk/tarmac/developing-a-human-resource-strategy/http://businesscasestudies.co.uk/tarmac/developing-a-human-resource-strategy/http://businesscasestudies.co.uk/tarmac/developing-a-human-resource-strategy/http://businesscasestudies.co.uk/tarmac/developing-a-human-resource-strategy/http://businesscasestudies.co.uk/tarmac/developing-a-human-resource-strategy/http://businesscasestudies.co.uk/british-gas/workforce-planning-at-british-gas/http://businesscasestudies.co.uk/british-gas/workforce-planning-at-british-gas/


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Management styles in the oiland gas industry

Edition 14

This case study examines how different

management styles may be necessary

to support the variety of job roles within

the oil and gas industry.

Developing an effective

organisational structure

Edition 14

The case study shows how Syngenta

operates though a matrix structure.

This involves staff from different

departments working together in teams

on specific projects and tasks.

Flexible working patterns

Edition 13
http://businesscasestudies.co.uk/opito/management-styles-in-the-oil-and-gas-industry/http://businesscasestudies.co.uk/opito/management-styles-in-the-oil-and-gas-industry/http://businesscasestudies.co.uk/opito/management-styles-in-the-oil-and-gas-industry/http://businesscasestudies.co.uk/syngenta/developing-an-effective-organisational-structure/http://businesscasestudies.co.uk/syngenta/developing-an-effective-organisational-structure/http://businesscasestudies.co.uk/syngenta/developing-an-effective-organisational-structure/http://businesscasestudies.co.uk/audit-commission/flexible-working-patterns/http://businesscasestudies.co.uk/audit-commission/flexible-working-patterns/http://businesscasestudies.co.uk/syngenta/developing-an-effective-organisational-structure/http://businesscasestudies.co.uk/syngenta/developing-an-effective-organisational-structure/http://businesscasestudies.co.uk/opito/management-styles-in-the-oil-and-gas-industry/http://businesscasestudies.co.uk/opito/management-styles-in-the-oil-and-gas-industry/


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This case study shows how the Audit

Commission has implemented flexible

working practices to improve its

services and meet the changing needs

of its staff.

Using a range of management

styles to lead a business

Edition 13

This case study focuses on leadership

within Enterprise. It shows how its

managers use a range of management

and leadership styles to support

Enterprise's focus on customers.

Building Human Resources to

provide a foundation for

growth

Edition 10

As a result of carefully reading the

Case Study, students should be able

to: appreciate the importance of

customer service as part of the overall

product offered by organisations,

understand how customer service
http://businesscasestudies.co.uk/enterprise-rent-a-car/using-a-range-of-management-styles-to-lead-a-business/http://businesscasestudies.co.uk/enterprise-rent-a-car/using-a-range-of-management-styles-to-lead-a-business/http://businesscasestudies.co.uk/enterprise-rent-a-car/using-a-range-of-management-styles-to-lead-a-business/http://businesscasestudies.co.uk/travis-perkins/building-human-resources-to-provide-a-foundation-for-growth/http://businesscasestudies.co.uk/travis-perkins/building-human-resources-to-provide-a-foundation-for-growth/http://businesscasestudies.co.uk/travis-perkins/building-human-resources-to-provide-a-foundation-for-growth/http://businesscasestudies.co.uk/travis-perkins/building-human-resources-to-provide-a-foundation-for-growth/http://businesscasestudies.co.uk/travis-perkins/building-human-resources-to-provide-a-foundation-for-growth/http://businesscasestudies.co.uk/travis-perkins/building-human-resources-to-provide-a-foundation-for-growth/http://businesscasestudies.co.uk/travis-perkins/building-human-resources-to-provide-a-foundation-for-growth/http://businesscasestudies.co.uk/enterprise-rent-a-car/using-a-range-of-management-styles-to-lead-a-business/http://businesscasestudies.co.uk/enterprise-rent-a-car/using-a-range-of-management-styles-to-lead-a-business/


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helps to give an organisation a

competitive advantage, illustrate how

customer service enables an

organisation to build a strong business

capable of growing faster than its

competitors.

Involving employees in

meeting corporate objectives

Edition 8

This case study shows how Taylor

Woodrow, is creating a benchmark for

human resource development by

matching its objectives with the needs

of its employees. This places human

resource development at the centre ofthe companys culture.

Making the labour market

work better

Edition 4

This edition 4 case study is from

Capita/DfES.

Glossary
http://businesscasestudies.co.uk/taylor-woodrow/involving-employees-in-meeting-corporate-objectives/http://businesscasestudies.co.uk/taylor-woodrow/involving-employees-in-meeting-corporate-objectives/http://businesscasestudies.co.uk/taylor-woodrow/involving-employees-in-meeting-corporate-objectives/http://businesscasestudies.co.uk/capitadfes/making-the-labour-market-work-better/http://businesscasestudies.co.uk/capitadfes/making-the-labour-market-work-better/http://businesscasestudies.co.uk/capitadfes/making-the-labour-market-work-better/http://businesscasestudies.co.uk/glossary/http://businesscasestudies.co.uk/glossary/http://businesscasestudies.co.uk/glossary/http://businesscasestudies.co.uk/capitadfes/making-the-labour-market-work-better/http://businesscasestudies.co.uk/capitadfes/making-the-labour-market-work-better/http://businesscasestudies.co.uk/taylor-woodrow/involving-employees-in-meeting-corporate-objectives/http://businesscasestudies.co.uk/taylor-woodrow/involving-employees-in-meeting-corporate-objectives/


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Related Theory Human resources planning

Contemporary work patterns

Methods of management

Delegation and decentralisation

Management structure and organisation

Working arrangements

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Managing people

The world of work is changing. Outsourcing. International mobility. Talentshortages. New labour laws. Globalisation. Shifting demographics. An ageingworkforce. Where, how, and for whom, people work is, in turn, transforming companystructures and cultures. Over the next decade, the convergence of dominantbusiness, demographic, and social trends will only accelerate the changes sweepingthrough todays workplace.

The human resource (HR) function is also changingand HR leaders are undermore pressure than ever to demonstrate results from their workforce practices andpolicies. Business leaders recognise the link between business performance and thepeople within their organisation. And they understand that people-related issuesneed to be at the heart of the boardroom agenda. As a consequence, HR managersare being encouraged to implement people strategies that support the organisationsbusiness objectives and increase accountability and transparency around peoplemanagement and reporting.

The bottom line: HR is increasingly seen as a strategic linchpinone that needs towork closely with operations, finance, and other corporate departments to help drivebusiness strategy and success.

PwC research into the future of the workplace has helped shape innovative peoplestrategies within many of the world's major organisations. OurHR servicesfocus onthree core issues: international mobility, reward, and HR management. Theseservices are delivered by our global network of 6,000 dedicated HR professionalswhose members have with deep functional skills in tax, benefits, retirement,compensation, financial planning, international assignment, equity, and compliancematters.

Every day, we work with organisations of every size and in many different industriesto meet a wide range of HR challenges, including:

Attracting, motivating, and retaining employees HR benchmarking and measurement Employee benefits and compensation programs including pensions Executive compensation and HR governance Global work force mobility and expatriate planning Transaction-related human resource issues HR function effectiveness and service delivery

Governance Innovation & technology Operations Regulation Risk Strategy & growth
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12/31

Sustainability & climate change Talent

Contacts

Michael Rendell

Tel: +44 0(20) 7212 4945

Patrick McKeon

Global people & change leaderTel: +61 (2) 8266 5885

Of further interest

The people agenda: Optimising performance at the front line

Herding cats: Human change management

Managing people in a changing world: Key trends in human capital

Millennials at work: Perspectives from a new generation

Working towards wellness: The business rationale

Related challenges

Operating globally

Related services
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Functions of Managers Dispelling Common Management Myths

The Evolution of Management Thought

Managerial Environments

Decision Making and Problem Solving

Organizational PlanningCreating Organizational Structure

Organizational Design and Structure

Managing Change

Staffing and Human Resource Management

Understanding Teams

Motivating and Rewarding Employees

Leadership and Management

Communication and Interpersonal Skills

Control: The Linking Function

Productivity and Total Quality ManagementManagement in a Global Environment

Related Topics:

Accounting Principles I

Accounting Principles II

Economics

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39Management and Organizations

In today's tough and uncertain economy, a company needs strong managers

to lead its staff toward accomplishing business goals. But managers are more

than just leaders they're problem solvers, cheerleaders, and planners as

well. And managers don't come in one-size-fits-all shapes or forms. Managers

fulfill many roles and have many different responsibilities at each level of

management within an organization.
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Organizations abound in today's society. Groups of individuals constantly

join forces to accomplish common goals. Sometimes the goals of these

organizations are for profit, such as franchise restaurant chains or clothing

retailers. Other times, the goals are more altruistic, such as nonprofit

churches or public schools. But no matter what their aims, all theseorganizations share two things in common: They're made up of people, and

certain individuals are in charge of these people.

Enter managers. Managers appear in every organization at least in

organizations that want to succeed. These individuals have the sometimes-

unenviable task of making decisions, solving difficult problems, setting goals,

planning strategies, and rallying individuals. And those are just a few of their

responsibilities!

To be exact, managers administer and coordinate resources effectively and

efficiently to achieve the goals of an organization. In essence, managers getthe job done through other people.

The intricacies of management

No matter what type of organization they work in, managers are generally

responsible for a group of individuals' performance. As leaders, managers

must encourage this group to reach common business goals, such as bringing

a new product to market in a timely fashion. To accomplish these goals,

managers not only use their human resources, but they also take advantage

of various material resources as well, such as technology.

Think of a team, for example. A manager may be in charge of a certain

department whose task it is to develop a new product. The manager needs to

coordinate the efforts of his department's team members, as well as give

them the material tools they need to accomplish the job well. If the team fails,

ultimately it is the manager who shoulders the responsibility.

Levels of management

Two leaders may serve as managers within the same company but have very

different titles and purposes. Large organizations, in particular, may break

down management into different levels because so many more people need to

be managed. Typical management levels fall into the following categories:

Top level: Managers at this level ensure that major performance

objectives are established and accomplished. Common job titles for

top managers include chief executive officer (CEO), chief operating

officer (COO), president, and vice president. These senior managers

are considered executives, responsible for the performance of anorganization as a whole or for one of its significant parts. When you


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think of a top-level manager, think of someone like Dave Thomas of

the fast-food franchise Wendy's. Although John T. Schuessler was

elected CEO in 2000, Dave Thomas was the founder and served as the

chairman of the board. He was the well-known spokesperson for the

chain, until his death in 2002. Middle level: Middle managers report to top managers and are in

charge of relatively large departments or divisions consisting of

several smaller units. Examples of middle managers include clinic

directors in hospitals; deans in universities; and division managers,

plant managers, and branch sales managers in businesses. Middle

managers develop and implement action plans consistent with

company objectives, such as increasing market presence.

Low level: The initial management job that most people attain is

typically afirst-line management position, such as a team leader or

supervisor a person in charge of smaller work units composed of

hands-on workers. Job titles for these first-line managers vary greatly,

but include such designations as department head, group leader, and

unit leader. First-line managers ensure that their work teams or units

meet performance objectives, such as producing a set number of

items at a given quality, that are consistent with the plans of middle

and top management.

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Income statementFrom Wikipedia, the free encyclopedia

Accountancy

Key concepts

AccountantAccounting periodBookkeepingCash and accrual

basisCash flow forecastingChart of accountsJournalSpecial

journalsConstant item purchasing power accountingCost of goods

soldCredit termsDebits and creditsDouble-entry systemMark-to-

market accountingFIFO and LIFOGAAP/IFRSGeneral

ledgerGoodwillHistorical costMatching principleRevenue

recognitionTrial balance

Fields of accounting

CostFinancialForensicFundManagementTax (U.S.)

Financial statements

Balance sheetCash flow statement

Statement of retained

earningsIncome statementNotesManagement discussion and

analysisXBRL

Auditing

Auditor's reportFinancial auditGAAS/ISAInternal auditSarbanes

Oxley Act
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Accounting qualifications

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Income statement (also referred to as profit and loss statement (P&L), statement of financial

performance, earnings statement, operating statementor statement of operations)[1]is a

company'sfinancial statementthat indicates how therevenue(money received from the sale of

products and services before expenses are taken out, also known as the "top line") is transformed

into thenet income(the result after all revenues and expenses have been accounted for, also

known as the "bottom line"). It displays the revenues recognized for a specific period, and

thecostandexpensescharged against these revenues, includingwrite-

offs(e.g.,depreciationandamortizationof variousassets) andtaxes.[1]The purpose of the income

statement is to showmanagersandinvestorswhether the company made or lost money during the

period being reported.

The important thing to remember about an income statement is that it represents a period of time.

This contrasts with thebalance sheet, which represents a single moment in time.

Charitable organizationsthat are required to publish financial statements do not produce an income

statement. Instead, they produce a similar statement that reflects funding sources compared

against program expenses, administrative costs, and other operating commitments. This statement

is commonly referred to as th

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