What is an organization chart and what is its purpose?
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an organizational chart illustrates the hierarchies within an organization.  The purpose is to illustrate these hierarchies and relationships.
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Threre are thousand kinds of information tables in stat.They all serve different purposes. Which one are you talking about?
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Org. behavior is basically the study of group dynamics in an organizational setting.  \n\nC'mon, you knew this already.
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A large organization is an organization which has several large business spread over distant area. It also denotes organization where large numbers of employees are employed. This question was not a question. It must have been known to you. You have termed it a last question. I do'nt know why?
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Administrators, broadly speaking, engage in a common set of functions to meet the organization's goals. The idea of a set of standard administrative functions carries back to Luther H. Gulick, who in 1937 established the acronym POSDCoRB (pronounced "poz dee korb") which stood for planning, organizing, staffing, directing, coordinating, reporting, and budgeting. Gulick's set of functions has been refined and condensed several times, resulting in the currently utilized five-step model: 1) planning, 2) organizing, 3) staffing, 4) directing, and 5) controlling\n\nPlanning is deciding in advance what to do, how to do it, when to do it, and who should do it. It bridges the gap from where the organization is to where it wants to be. The planning function involves establishing goals and arranging them in logical order. Administrators engage in both short-range and long-range planning. \nPlanning has both symbolic and functional value. The resulting plan provides standing information to members/employees of the organization, and it convinces stake holders to buy into the organization's goals. \nOrganizing involves identifying responsibilities to be performed, grouping responsibilities into departments or divisions, and specifying organizational relationships. The purpose is to achieve coordinated effort among all the elements in the organization. Organizing must take into account delegation of authority and responsibility and span of control within supervisory units. \nStaffing means filling job positions with the right people at the right time. It involves determining staffing needs, writing job descriptions, recruiting and screening people to fill the positions. \nDirecting is leading prople (see Leadership) in a manner that achieves the goals of the organization. This involves proper allocation of resources and providing an effective support system. Directing requires exceptional interpersonal skills and the ability to motivate people. One of the crucial issues in directing is to find the correct balance between emphasis on staff needs and emphasis on production. \nControlling in the function that evaluates quality in all areas and detects potential or actual deviations from the organization's plan. This function's purpose is to ensure high-quality performance and satisfactory results while maintaining an orderly and problem-free environment. Controlling includes information management, measurment of performance, and institution of corrective actions. \nBudgeting, excepted from the above list, incorporates most of the administrative functions, beginning with the implementation of a budget plan through the application of budget controls.
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Organizational Behavior is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives. \nAs you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since these many of these topics are discussed in other sections of this leadership guide, this section will not go into topics previously discussed. \n\n Elements of Organizational Behavior \nThe organization's base rests on management's philosophy, values, vision and goals. This in turn drives the organizational culture which is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from. \n \n Models of Organizational Behavior \nThere are four major models or frameworks that organizations operate out of:  Autocratic - The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal. \n Custodial - The basis of this model is economic resources with a managerial orientation of money. The employees in turn are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation. \n Supportive - The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives. \n Collegial - The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.\n \nAlthough there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping in the other models. \nThe first model, autocratic, had its roots in the industrial revolution. The managers of this type of organization operate out of McGregor's Theory X. The next three models begin to build on McGregor's Theory Y. They have each evolved over a period of time and there is no one "best" model. The collegial model should not be thought as the last or best model, but the beginning of a new model or paradigm.\n\n Social Systems, Culture, and Individualization \nA social system is a complex set of human relationships interacting in many ways. Within an organization, the social system includes all the people in it and their relationships to each other and to the outside world. The behavior of one member can have an impact, either directly or indirectly, on the behavior of others. Also, the social system does not have boundaries...it exchanges goods, ideas, culture, etc. with the environment around it. \nCulture is the conventional behavior of a society that encompasses beliefs, customs, knowledge, and practices. It influences human behavior, even though it seldom enters into their conscious thought. People depend on culture as it
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Appendix--the thing at the end of a report with charts, pictures, lists, etc.
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Simple answer: To know if those goals suit your personal goals.  \n\nThey may also determine an organizaton's effectiveness, and the amount of value that it might add to the company.  An organization's ability to match stated goals with real goals may also determine it's stability, and it's ability to survive as a going concern.
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By giving management better information on what is going on in the organization.  They may get better information on costs, or use of supplies, or length of stay broken down by disease, injury, ward, age, etc.  Inventory control is another possibility.  As an example:  how many defibrillators do you have?  Where are they located?  Who is trained to use them?  When were they last serviced?  Which one has been used the most, or the least?  Where have they been used?  If you have a location that has a lot of need, why not move the least used one there?  \n\nDepending on the design of the system, it might be able to answer any or all of these questions.
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a chart keeps track of something that is ongoing.\na log keeps track of things that have already happened.
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A graph is a way to visually show the relationship of different numerical values - there are lots of different types of graphs:  Pie, line, area, bar, etc.\n\nCheck out this site:\n\nhttp://nces.ed.gov/nceskids/createagraph/
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Aside from providing for the execution of the business plan, it shows what an organization claims it values.\n\nEvaluation of budget-to-actual shows what an organization *really* values.  When I take on a new client, I ask to see the budget-to-actual for past years.  Here are some secret codes:\n\nBudget-to-Actual doesn't exist = The organization is undisciplined and out of control or is a complete dictatorship.\n\nBudget-to-Actual reasonably matches = Probably a decent organziation that tries to do what they say they will.\n\nBudget-to-Actual way out of whack in a couple areas = They blew planning in those areas but otherwise okay.\n\nBudget-to-Actual is way out whack everywhere but revenue = The organziation is dictatorially controlled, doesn't do what it claims but rather what the COO/CEO wants.
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It is a map of which "departments" report to which departments as well as who reports to whom.\n\ne.g.   VP of Finance & VP of IT & Admin Assistant to President report to the President.\n\nthen all managers who report to VP of Finance show up underneath him.\n\nYou can find an example here: http://www.european-patent-office.org/epo/an_rep/2001/images/gifs/org_structure.gif
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Did you mean chart?\n\nHere's the steps:\n\nInsert Menu > Picture > Chart.
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The network diagram shows the logical sequence of tasks ie the dependencies between the tasks.  It doesn't reflect timing directly, (two boxes one above the other may or may not be executed at the same time) although dates can be included in each box of the network.\n\nSince the network diagram is more like a flowchart, it's a useful communication tool, and it's easier to understand things like why the critical path is where it is.  \n\nA variant that is sometimes used is the time-phased network diagram, where the boxes are arranged along a date scale, normally according to the start date.\n\nA "proper" Gantt chart does not show dependencies, although many people try to superimpose dependencies onto their Gantt charts, often resulting in a unreadable mess.\n\nWhile most PM tools do a reasonable job of drawing a Gantt chart, they often don't do such a good job of drawing a clean looking network diagram.  There are add-ons tools that you can buy to extract data from your application and do a better job of drawing the network.
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Interesting organization
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A Gantt chart shows the length of time a project and the tasks in a project will take -- and when they start and end. It can also show which tasks can be done at the same time and the order of tasks.\n\n For more information, see http://www.ganttchart.com/