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Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
Bec domsppt on management
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Bec domsppt on management


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Bec domsppt on management

Bec domsppt on management

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  • 1. Management
  • 2. Owner v. Manager
    • Owner
      • “ ran his own business”
      • managed business and people
      • Played a big part in running daily activities
      • Opened and closed shop
      • Had one building
      • Made those deposits to the bank
  • 3. Management
    • Manager
      • Not owner
      • Was subservient to owner
      • Managed the daily activities
  • 4. The Professional Manager
    • Professional Management Programs
        • Wharton Business School 1881
        • Harvard Business School 1908
        • NYU Business School 1918
    • Three factors around this time leading to professional management status:
        • Growth of big business
        • Separation of ownership from management
        • Development of a transferable body of management knowledge
  • 5. Business Management
    • Finance
    • Manufacturing
    • Purchasing, transportation, and physical distribution
    • Human Resources Management
    • Employee Benefits
    • Technology
    • Administrative Systems
  • 6. Management - Finance
    • Role
      • Translates all information into financial, bottom line.
      • Managing money
    • Responsibilities of the Chief Financial Officer
      • Sets financial and financing policies
      • Provides measurements
      • Plans annual and long range goals
      • Evaluates economic trends
      • May also be chief investment officer – setting investment policies
  • 7. Finance Organization Chart Middle to Large Organization
  • 8. Manufacturing
    • Planning a manufacturing organizational structure
        • Develop strategy and goals
        • Assign people to structure
    • Manpower planning and performance
        • wages
        • labor
    • Manufacturing processes
        • process design
        • planning manufacturing/production systems
  • 9. Manufacturing
    • Materials management
        • Planning of production and materials
        • Evaluation
    • Materials handling & warehousing
        • basic handling principles
        • equipment and systems for handling
        • planning the warehouse
    • Quality management
      • Quality Control
      • Vendor quality
      • Customer feedback information
    • Facilities management
      • Location
      • Plant capacity, layout, equipment installation
      • Automation
  • 10. Purchasing
    • Originally, the “purchasing agent”
    • Importance transitioned it to purchasing manager
    • Inventory control
      • Just-in-time
    • Purchasing of capital equipment
    • Great place for cost cutting
  • 11. Physical Distribution
    • Gets the finished product to the right place, at the right time, in the right condition, and at the right cost for customer sales
    • Acts as buffer between production of product and the customers or market for the product by maintaining inventories, transportation, operating the warehousing facilities
    • Acts in support and in complement with production, marketing, sales
  • 12. Human Resources Management
    • Locating, appraising, selecting, and placing employees in a timely and efficient manner
    • Requires integration of dynamics of organization, awareness of long-term strategic plans of the organization,
    • Statistical data on separations, promotions, demotions, hires
    • Use of computer technology critical
      • PeopleSoft, HRNetSource
  • 13. Human Resources Management
    • Importance of compliance with government regulations
      • 1960’s the gov’t focused on the workplace as the arena for for social change
      • Amount of regulations had profoundly affected the organization and responsibilities of HR.
  • 14. HR Compliance
    • Documentation and Records
      • Federal statutes and regulations require maintenance of records for varying periods of time.
    • nonexempt employees records kept for 3 yrs
    • involuntary terminations – 6 months
    • Occupational Safety and Health Act (OSHA) records kept for 5 yrs – required for work-related deaths, injuries, illnesses
  • 15. HR Compliance
    • Fair Labor Standards Act FLSA
    • Civil Rights Act of 1964 – Title VII
    • Employee Retirement Income Security Act ERISA
    • Occupational Safety and Health Act OSHA
    • Affirmative Action
    • Family and Medical Leave Act 1993 FMLA
    • Americans with Disabilities Act 1992 ADA
    • Consolidated Omnibus Budget Reconciliation Act COBRA
    • Equal Employment Opportunity Commission EEOC
  • 16. Human Resources Management
    • Employee Compensation
      • Benefits
      • Bonus, Incentive awards
      • Direct pay - largest portion of compensation costs
    • Must develop pay structures
      • Market value,job pricing,evaluation structures (points system)
    • Strategy to determine increases
      • Merit, inflation, across-the-board,
  • 17. Human Resources Management
    • Employee Benefits
      • Def: additional compensation or pay in the form of vacations, sick leave, social security, pensions…
        • Life insurance, medical insurance, profit sharing, pension, SS, discounts, sick, vacation, rest periods, relocation expenses, counseling, credit unions…
  • 18. Human Resources Management
    • Manage Executive Compensation
      • Base salary, annual incentive awards and bonuses, long-teem incentives, stock options, special stock, supplemental pension plans,, perquisites [car, office, plane, medical, club memberships, in-town apt,. Sabbatical leaves…
  • 19. Human Resources Management
    • Training and Development
      • Different from school training – adult training needs
      • Learner involvement, tailored learning activities, informal, manageable units, applied
      • Employee training v. Management training
      • Evaluation of training is important
      • Training cost money!
  • 20. Human Resources Management
    • Performance Appraisal
    • Employee Relations- quality of work, employee health
    • Labor Relations
    • Safety
    • Security
  • 21. Key Resources for HR
    • Databases
    • CCH Health and Human Resources Management
    • BNA Human Resources Library
    • ABI-Inform
    • LexisNexis Academic
    • Business Source Elite
    • Best Practices Database
    • Dissertation Abstracts Online
    • Wall Street Journal
  • 22. Key Resources for HR
    • Magazines and Journals
      • HR Focus
      • HRMagazine
      • Human Resource Development Quarterly
      • Human Resource Management
      • Monthly Labor Review
      • Personnel Psychology
      • Research in Personnel and Human Resources Management
      • Training
      • Workforce
  • 23. Key Resources for HR
    • Associations
      • Society for Human Resources Management
      • American Society for Training & Development
  • 24. Key Resources for HR
    • Books
      • Handbook of Labor Statistics
      • American Salaries and Wage Survey
      • Human Resources Yearbook
      • The ASTD Training and Development Yearbook
      • Deskbook Encyclopedia of Employment Law
      • The Executive Handbook on Compensation: linking strategic rewards to business performance
      • The Performance Management Pocketbook