Administration vs Management and Types of managerial Skills
•
0 likes•40 views
The document discusses the definitions of administration, management, and the differences between them. Administration refers to individuals in leadership positions who create and enforce rules and regulations or complete important tasks. Management is defined as the process of planning, organizing, and coordinating resources and activities to achieve goals efficiently and effectively. The document also mentions it will cover types of managerial skills.
Report
Share
Report
Share
Recommended
Common management terms
The document presents definitions for various common management terminology presented by Ms. Komal Mahajan. It defines key terms related to the basic functions of management like planning, organizing, staffing, directing, and controlling. It also discusses organizational structures, styles of management, and approaches like total quality management and change management. Terms around authority, responsibility, accountability, and management systems are introduced.
organisational structure
The document discusses different types of organizational structures including Mintzberg's types, entrepreneurial, functional, divisional, matrix, and geographical structures. It provides advantages and disadvantages of each type. Entrepreneurial structures allow for fast decision making but lack career structure. Functional structures provide economies of scale but can result in conflicts between departments. Divisional structures enable growth but can lead to sub-optimization. Matrix structures provide benefits of both functional and divisional forms but can cause dual command and conflict issues.
Organisational Structure
Organizational structures help define roles, responsibilities, and reporting relationships within a company. There are several common types of organizational structures, including functional, product, customer, geographic, line-staff, and matrix. Functional structures group individuals by department, such as HR, accounting, purchasing. Product structures organize by product line, with each product executive overseeing everything related to that product. Customer structures specialize in different customer types' needs. Geographic structures support regional logistical and customer demands. Line-staff structures establish goals fulfilled by staff. Matrix structures use cross-functional teams led by both functional and product/business group managers.
Strategyimplementation 150127011847-conversion-gate02
The document discusses organizational structure and its role in strategy implementation. It covers key aspects of structure including differentiation, integration, vertical and horizontal differentiation, centralization vs decentralization, functional vs multidivisional vs matrix structures. Structure must be designed to coordinate strategy implementation, motivate performance, and minimize bureaucratic costs. Structure should follow strategy, with the organizational design and executive staffing matching the strategic objectives and needs of the business. Organizational culture and strategic reward systems also influence how well structure supports the implementation of strategy.
Organization structures
Organization structure refers to how tasks are allocated and how authority flows within an organization. There are several common organization structures, including functional, divisional, matrix, and virtual structures. Choosing an optimal structure involves balancing factors like centralization vs decentralization, standardization vs flexibility, and specialization vs integration. Common challenges in designing an organization structure include balancing these factors and coordinating interdependent tasks across divisions. The organization structure impacts decision making, goal achievement, adaptation to changes, performance evaluation, and communication within the organization.
Levels of management
Presentation based on the level of management.
Defined with principles and with descriptive pictures
Mgmt process-management process1
visit me in http://www.sujithbhaskar.brandmee.in/ or please comment my blogs in http://blog.centreetech.com/
check all ppt on management process
Flat Ppt
This document discusses flat organizational structures. It defines a flat structure as having few or no levels of intervening management between staff and managers. Flat structures promote employee involvement in decision making and eliminate layers of middle management. They allow for better communication and faster response times. However, flat structures are limited to smaller organizations and may hinder growth. Examples of organizations that could effectively use flat structures include independent restaurants and coffee shop chains aiming for direct employee involvement.
Recommended
Common management terms
The document presents definitions for various common management terminology presented by Ms. Komal Mahajan. It defines key terms related to the basic functions of management like planning, organizing, staffing, directing, and controlling. It also discusses organizational structures, styles of management, and approaches like total quality management and change management. Terms around authority, responsibility, accountability, and management systems are introduced.
organisational structure
The document discusses different types of organizational structures including Mintzberg's types, entrepreneurial, functional, divisional, matrix, and geographical structures. It provides advantages and disadvantages of each type. Entrepreneurial structures allow for fast decision making but lack career structure. Functional structures provide economies of scale but can result in conflicts between departments. Divisional structures enable growth but can lead to sub-optimization. Matrix structures provide benefits of both functional and divisional forms but can cause dual command and conflict issues.
Organisational Structure
Organizational structures help define roles, responsibilities, and reporting relationships within a company. There are several common types of organizational structures, including functional, product, customer, geographic, line-staff, and matrix. Functional structures group individuals by department, such as HR, accounting, purchasing. Product structures organize by product line, with each product executive overseeing everything related to that product. Customer structures specialize in different customer types' needs. Geographic structures support regional logistical and customer demands. Line-staff structures establish goals fulfilled by staff. Matrix structures use cross-functional teams led by both functional and product/business group managers.
Strategyimplementation 150127011847-conversion-gate02
The document discusses organizational structure and its role in strategy implementation. It covers key aspects of structure including differentiation, integration, vertical and horizontal differentiation, centralization vs decentralization, functional vs multidivisional vs matrix structures. Structure must be designed to coordinate strategy implementation, motivate performance, and minimize bureaucratic costs. Structure should follow strategy, with the organizational design and executive staffing matching the strategic objectives and needs of the business. Organizational culture and strategic reward systems also influence how well structure supports the implementation of strategy.
Organization structures
Organization structure refers to how tasks are allocated and how authority flows within an organization. There are several common organization structures, including functional, divisional, matrix, and virtual structures. Choosing an optimal structure involves balancing factors like centralization vs decentralization, standardization vs flexibility, and specialization vs integration. Common challenges in designing an organization structure include balancing these factors and coordinating interdependent tasks across divisions. The organization structure impacts decision making, goal achievement, adaptation to changes, performance evaluation, and communication within the organization.
Levels of management
Presentation based on the level of management.
Defined with principles and with descriptive pictures
Mgmt process-management process1
visit me in http://www.sujithbhaskar.brandmee.in/ or please comment my blogs in http://blog.centreetech.com/
check all ppt on management process
Flat Ppt
This document discusses flat organizational structures. It defines a flat structure as having few or no levels of intervening management between staff and managers. Flat structures promote employee involvement in decision making and eliminate layers of middle management. They allow for better communication and faster response times. However, flat structures are limited to smaller organizations and may hinder growth. Examples of organizations that could effectively use flat structures include independent restaurants and coffee shop chains aiming for direct employee involvement.
Organising mit
The document discusses different aspects of organizing, including definitions, types of organization structure, and departmentation. It defines organizing as identifying and grouping work activities and delegating responsibility. Organization structure explains the relationships between individuals in a company and can take different forms like line, line-staff, functional, etc. Departmentation involves grouping jobs into departments by function, product, territory, customer, process, time, or number. The key benefits are specialization and control, while challenges include coordination and conflicts.
Presentation c ordination
Coordination involves organizing group efforts to ensure unified actions toward common goals. It requires consciously balancing, timing, and integrating activities. Coordination can be internal between departments and employees, external with customers and suppliers, vertical within a management chain, and horizontal between departments. It establishes formal relationships and procedures as well as the informal cooperation needed to harmonize efforts. Coordination is essential for management to provide direction, motivate personnel, efficiently use resources, quickly achieve objectives, and improve organizational performance and goodwill.
Sales management
The document discusses various sales management structures and organizations. It describes line, line and staff, functional, horizontal, and specialized (geographical, product, market) organizational structures. Specialized structures can be combined to form hybrid structures. The key aspects of each structure are outlined, including their advantages and disadvantages. Overall, the document provides an overview of different approaches to organizing sales management functions within a company.
D E C E N T R A L I S A T I O N1
The document discusses the importance and benefits of delegation and decentralization in organizations. Effective delegation lessens the burden on executives, facilitates quick decision making, and boosts employee morale. However, there are also obstacles to delegation, including feelings of perfectionism, lack of confidence in subordinates, and lack of information or resources on the part of subordinates. Decentralization refers to the delegation of authority throughout various departments in an organization. The degree of decentralization depends on the type and level of authority delegated. The benefits of decentralization include motivating employees, allowing for quick decisions, and facilitating growth.
Organising for success
The document discusses different aspects of organizational structures, processes, and relationships. It provides an overview of various structural designs like functional, multidivisional, matrix, and transnational structures. It also discusses control processes, planning processes, cultural processes, and performance targets that organizations use. Additionally, it covers the importance of relationships between different units, centers, and strategic alliances networks that are crucial for organizational success. The key idea is that formal structures and processes need to be aligned with informal relationships and processes into coherent configurations for an organization to operate effectively.
Organisational structure
The document discusses different types of organizational structures including entrepreneurial, functional, divisional, matrix, and flat and tall structures. It also covers topics like outsourcing, offshoring, shared service approaches, and strategic alliances. Organizational structure defines how tasks, coordination, and supervision are structured to achieve organizational goals through lines of authority and communication channels within an organization. There are various factors that influence the choice of structure such as the organization's size, strategy, environment and technology.
Types of organization
This document discusses three main types of organizational structures: functional, divisional, and line and staff. The functional structure groups employees by specialty and reports to functional managers. Divisional structure divides the organization into autonomous divisions based on product, market, or geography. Line and staff separates roles into revenue-generating "line" managers and supporting "staff" functions. The document outlines advantages and disadvantages of each approach.
Organisational structure
This document discusses organizational structure and defines it as the formal arrangement of jobs within an organization. It describes how organizational structure divides tasks into groups and coordinates them. Organizational structure facilitates management, encourages growth and optimal use of technology and resources. Key elements of organizational structure include departments, division of labor, levels of authority, and methods of departmentalization by function, product, customer, territory and process. The document outlines different types of organizational structures such as functional, divisional, vertical, horizontal, mechanistic and organic structures.
Lec 6 Structure (Types) 196
A functional structure groups employees by their skills and expertise. While it provides specialization benefits, it can cause communication, measurement, location, customer, and strategic problems as the organization grows. Managers can address these control problems by redesigning the structure to improve integration between functions. As organizations diversify their products, locations, and customers, they often adopt divisional structures like product, geographic, and market divisions to better align the organization with these demands. Matrix and network structures provide alternative approaches to balancing functional and divisional coordination needs.
Organising
This document defines organizing as grouping activities to accomplish goals and assigning them to departments with clear authority and coordination. It lists the importance of organizing as specialization, clarified roles and authority, avoiding duplication, and coordination. The key steps in organizing are dividing work, grouping jobs into departments, establishing authority relationships, and coordinating activities. It also describes functional and divisional organizational structures.
Unit 3.pom
Organizing involves determining, grouping, and arranging activities to achieve objectives. It defines activities and establishes authority relationships through departmentalization based on functions. An organizational chart illustrates all positions and their formal reporting relationships. Centralization concentrates decision-making at higher levels while decentralization delegates authority lower down. Span of control refers to the number of employees a manager can effectively oversee. Authority is the right to perform tasks while responsibility is the obligation to do so. Both formal and informal organization structures exist within a company.
Coordination
Coordination involves synchronizing the efforts of individuals and units to achieve organizational goals. It is a continuous and dynamic process that emphasizes unity of effort and is the responsibility of every manager. Proper coordination ensures that all functions and activities are complementary and contribute positively to overall performance. It brings satisfaction to employees and smooths information flow. Techniques for effective coordination include the chain of command, leadership, committees, staff meetings, and self-coordination.
Principles of Management unit 3 organizing
This document provides an overview of organizing principles and concepts, including:
- The main types of organization structure such as functional, customer, territorial, and matrix structures.
- Departmentation methods like functional, customer, product, and strategic business units.
- Concepts around authority, power, empowerment, and the scalar principle.
- Advantages and disadvantages of different organization structures and departmentation methods.
Organising
This document discusses key concepts related to organizing and organization structure. It defines organizing as establishing relationships and grouping activities to achieve goals. Organization structure is determined by goals, strategy, size, people, technology, and environment. Structure facilitates administration, growth, efficiency, teamwork, and creativity. Formal structure is deliberately created, while informal structure emerges spontaneously from social relationships. Common formal structures are line, staff, and functional. Informal groups form for socializing, satisfaction, protection, and overcoming limitations. The document also discusses span of control, centralization vs decentralization, organization charts, and delegation of authority.
Types of coordination
There are different types of coordination within an organization: internal coordination between departments, and external coordination with outside stakeholders. Coordination can also be vertical between levels of management, or horizontal between departments on the same level. Effective coordination requires clear planning, communication, leadership, and ongoing effort through techniques like committees, liaison roles, and voluntary cooperation between units. The principles of coordination are direct contact, early planning, recognizing interdependence, and continuous effort.
Relationship between Strategy and structure of an organization
Strategy and structure of an organization. For further details you may visit http://www.unitedworld.edu.in/
Organisation structures2
This document discusses organization structures and principles of organizing. It begins by defining organizing as the process of determining activities, grouping them, assigning responsibilities, and creating coordination procedures. There are formal and informal organization structures. Formal structures are designed by management and focus on job performance, while informal structures form naturally among employees based on similarities.
Principles of organization discussed include considering objectives, combining line and staff functions, specializing work, decentralizing authority, limiting the number of subordinates per manager, and ensuring unity of command. Factors that influence the span of management include the capacities of managers and subordinates, the nature of work, and use of communication and staff assistance. Departmentalization involves grouping activities into departments based on functions, products
Levels of Management
The document discusses the different levels of management in organizations. It identifies three main levels - top level management which includes executives like the CEO and is responsible for overseeing the entire organization, middle level management which includes department heads and executes organizational plans, and low level management which includes supervisors and is responsible for task implementation. The number of management levels increases with organizational size. Management skills also differ by level and include technical, conceptual, and political skills.
Organizational Structure and Design
The document discusses different organizational structures and design approaches that can be used by managers. It describes functional, divisional, matrix, team and networking structures. It also discusses strategic options for organizations, approaches to management, and factors that influence employee satisfaction and retention. The key points covered include the characteristics of different organizational structures, how strategic options are identified, classical, behavioral and modern management approaches, and how organizational culture and employee commitment impact retention.
Chandler strategy and structure summ1
I. This book analyzes the evolution of organizational structures in large US companies from the 1800s to 1960. It focuses on four major companies that pioneered the "multidivisional" structure in the 1920s: Du Pont, General Motors, Standard Oil, and Sears.
II. In the 1800s, railroads developed more complex administrative hierarchies of field units, departments, and central offices to manage growth. Later, other industries integrated vertically through acquisitions or consolidation, but lacked strong administrative structures.
III. By the 1920s, centralized functional departments had become standard, but lacked flexibility. The four pioneering companies responded to new strategies of diversification and global expansion by decentralizing into product/regional divisions
Media management By Sagar Nawaz.pptx
The document discusses the four main functions of media management: planning, organizing, directing, and controlling. It describes each function in detail, explaining how planning involves assessing the company's current position and goals, organizing is getting resources prepared to implement plans, directing helps control and supervise staff to achieve goals, and controlling establishes performance standards and evaluates actual performance. Effective management across all four functions is needed to successfully achieve organizational objectives and goals.
The performance management process
- The document discusses the performance management process, outlining its key features and principles.
- It describes a basic model of performance management that emphasizes shared goals, flexibility tailored to each organization, and inclusion of all staff.
- The main part of performance management is portrayed as a continuous cycle involving role definition, performance agreements, development planning, ongoing management and feedback, and periodic reviews.
More Related Content
What's hot
Organising mit
The document discusses different aspects of organizing, including definitions, types of organization structure, and departmentation. It defines organizing as identifying and grouping work activities and delegating responsibility. Organization structure explains the relationships between individuals in a company and can take different forms like line, line-staff, functional, etc. Departmentation involves grouping jobs into departments by function, product, territory, customer, process, time, or number. The key benefits are specialization and control, while challenges include coordination and conflicts.
Presentation c ordination
Coordination involves organizing group efforts to ensure unified actions toward common goals. It requires consciously balancing, timing, and integrating activities. Coordination can be internal between departments and employees, external with customers and suppliers, vertical within a management chain, and horizontal between departments. It establishes formal relationships and procedures as well as the informal cooperation needed to harmonize efforts. Coordination is essential for management to provide direction, motivate personnel, efficiently use resources, quickly achieve objectives, and improve organizational performance and goodwill.
Sales management
The document discusses various sales management structures and organizations. It describes line, line and staff, functional, horizontal, and specialized (geographical, product, market) organizational structures. Specialized structures can be combined to form hybrid structures. The key aspects of each structure are outlined, including their advantages and disadvantages. Overall, the document provides an overview of different approaches to organizing sales management functions within a company.
D E C E N T R A L I S A T I O N1
The document discusses the importance and benefits of delegation and decentralization in organizations. Effective delegation lessens the burden on executives, facilitates quick decision making, and boosts employee morale. However, there are also obstacles to delegation, including feelings of perfectionism, lack of confidence in subordinates, and lack of information or resources on the part of subordinates. Decentralization refers to the delegation of authority throughout various departments in an organization. The degree of decentralization depends on the type and level of authority delegated. The benefits of decentralization include motivating employees, allowing for quick decisions, and facilitating growth.
Organising for success
The document discusses different aspects of organizational structures, processes, and relationships. It provides an overview of various structural designs like functional, multidivisional, matrix, and transnational structures. It also discusses control processes, planning processes, cultural processes, and performance targets that organizations use. Additionally, it covers the importance of relationships between different units, centers, and strategic alliances networks that are crucial for organizational success. The key idea is that formal structures and processes need to be aligned with informal relationships and processes into coherent configurations for an organization to operate effectively.
Organisational structure
The document discusses different types of organizational structures including entrepreneurial, functional, divisional, matrix, and flat and tall structures. It also covers topics like outsourcing, offshoring, shared service approaches, and strategic alliances. Organizational structure defines how tasks, coordination, and supervision are structured to achieve organizational goals through lines of authority and communication channels within an organization. There are various factors that influence the choice of structure such as the organization's size, strategy, environment and technology.
Types of organization
This document discusses three main types of organizational structures: functional, divisional, and line and staff. The functional structure groups employees by specialty and reports to functional managers. Divisional structure divides the organization into autonomous divisions based on product, market, or geography. Line and staff separates roles into revenue-generating "line" managers and supporting "staff" functions. The document outlines advantages and disadvantages of each approach.
Organisational structure
This document discusses organizational structure and defines it as the formal arrangement of jobs within an organization. It describes how organizational structure divides tasks into groups and coordinates them. Organizational structure facilitates management, encourages growth and optimal use of technology and resources. Key elements of organizational structure include departments, division of labor, levels of authority, and methods of departmentalization by function, product, customer, territory and process. The document outlines different types of organizational structures such as functional, divisional, vertical, horizontal, mechanistic and organic structures.
Lec 6 Structure (Types) 196
A functional structure groups employees by their skills and expertise. While it provides specialization benefits, it can cause communication, measurement, location, customer, and strategic problems as the organization grows. Managers can address these control problems by redesigning the structure to improve integration between functions. As organizations diversify their products, locations, and customers, they often adopt divisional structures like product, geographic, and market divisions to better align the organization with these demands. Matrix and network structures provide alternative approaches to balancing functional and divisional coordination needs.
Organising
This document defines organizing as grouping activities to accomplish goals and assigning them to departments with clear authority and coordination. It lists the importance of organizing as specialization, clarified roles and authority, avoiding duplication, and coordination. The key steps in organizing are dividing work, grouping jobs into departments, establishing authority relationships, and coordinating activities. It also describes functional and divisional organizational structures.
Unit 3.pom
Organizing involves determining, grouping, and arranging activities to achieve objectives. It defines activities and establishes authority relationships through departmentalization based on functions. An organizational chart illustrates all positions and their formal reporting relationships. Centralization concentrates decision-making at higher levels while decentralization delegates authority lower down. Span of control refers to the number of employees a manager can effectively oversee. Authority is the right to perform tasks while responsibility is the obligation to do so. Both formal and informal organization structures exist within a company.
Coordination
Coordination involves synchronizing the efforts of individuals and units to achieve organizational goals. It is a continuous and dynamic process that emphasizes unity of effort and is the responsibility of every manager. Proper coordination ensures that all functions and activities are complementary and contribute positively to overall performance. It brings satisfaction to employees and smooths information flow. Techniques for effective coordination include the chain of command, leadership, committees, staff meetings, and self-coordination.
Principles of Management unit 3 organizing
This document provides an overview of organizing principles and concepts, including:
- The main types of organization structure such as functional, customer, territorial, and matrix structures.
- Departmentation methods like functional, customer, product, and strategic business units.
- Concepts around authority, power, empowerment, and the scalar principle.
- Advantages and disadvantages of different organization structures and departmentation methods.
Organising
This document discusses key concepts related to organizing and organization structure. It defines organizing as establishing relationships and grouping activities to achieve goals. Organization structure is determined by goals, strategy, size, people, technology, and environment. Structure facilitates administration, growth, efficiency, teamwork, and creativity. Formal structure is deliberately created, while informal structure emerges spontaneously from social relationships. Common formal structures are line, staff, and functional. Informal groups form for socializing, satisfaction, protection, and overcoming limitations. The document also discusses span of control, centralization vs decentralization, organization charts, and delegation of authority.
Types of coordination
There are different types of coordination within an organization: internal coordination between departments, and external coordination with outside stakeholders. Coordination can also be vertical between levels of management, or horizontal between departments on the same level. Effective coordination requires clear planning, communication, leadership, and ongoing effort through techniques like committees, liaison roles, and voluntary cooperation between units. The principles of coordination are direct contact, early planning, recognizing interdependence, and continuous effort.
Relationship between Strategy and structure of an organization
Strategy and structure of an organization. For further details you may visit http://www.unitedworld.edu.in/
Organisation structures2
This document discusses organization structures and principles of organizing. It begins by defining organizing as the process of determining activities, grouping them, assigning responsibilities, and creating coordination procedures. There are formal and informal organization structures. Formal structures are designed by management and focus on job performance, while informal structures form naturally among employees based on similarities.
Principles of organization discussed include considering objectives, combining line and staff functions, specializing work, decentralizing authority, limiting the number of subordinates per manager, and ensuring unity of command. Factors that influence the span of management include the capacities of managers and subordinates, the nature of work, and use of communication and staff assistance. Departmentalization involves grouping activities into departments based on functions, products
Levels of Management
The document discusses the different levels of management in organizations. It identifies three main levels - top level management which includes executives like the CEO and is responsible for overseeing the entire organization, middle level management which includes department heads and executes organizational plans, and low level management which includes supervisors and is responsible for task implementation. The number of management levels increases with organizational size. Management skills also differ by level and include technical, conceptual, and political skills.
Organizational Structure and Design
The document discusses different organizational structures and design approaches that can be used by managers. It describes functional, divisional, matrix, team and networking structures. It also discusses strategic options for organizations, approaches to management, and factors that influence employee satisfaction and retention. The key points covered include the characteristics of different organizational structures, how strategic options are identified, classical, behavioral and modern management approaches, and how organizational culture and employee commitment impact retention.
Chandler strategy and structure summ1
I. This book analyzes the evolution of organizational structures in large US companies from the 1800s to 1960. It focuses on four major companies that pioneered the "multidivisional" structure in the 1920s: Du Pont, General Motors, Standard Oil, and Sears.
II. In the 1800s, railroads developed more complex administrative hierarchies of field units, departments, and central offices to manage growth. Later, other industries integrated vertically through acquisitions or consolidation, but lacked strong administrative structures.
III. By the 1920s, centralized functional departments had become standard, but lacked flexibility. The four pioneering companies responded to new strategies of diversification and global expansion by decentralizing into product/regional divisions
What's hot (20)
Relationship between Strategy and structure of an organization
Relationship between Strategy and structure of an organization
Similar to Administration vs Management and Types of managerial Skills
Media management By Sagar Nawaz.pptx
The document discusses the four main functions of media management: planning, organizing, directing, and controlling. It describes each function in detail, explaining how planning involves assessing the company's current position and goals, organizing is getting resources prepared to implement plans, directing helps control and supervise staff to achieve goals, and controlling establishes performance standards and evaluates actual performance. Effective management across all four functions is needed to successfully achieve organizational objectives and goals.
The performance management process
- The document discusses the performance management process, outlining its key features and principles.
- It describes a basic model of performance management that emphasizes shared goals, flexibility tailored to each organization, and inclusion of all staff.
- The main part of performance management is portrayed as a continuous cycle involving role definition, performance agreements, development planning, ongoing management and feedback, and periodic reviews.
conrolling process and management business studies
This document discusses the process of controlling in a business organization. It begins with introducing controlling and its importance. It then explains the key steps in controlling: setting standards, measuring performance, comparing actual performance to standards, analyzing deviations, and taking corrective measures. Some benefits of controlling are ensuring goals are achieved, improving employee motivation and performance, and facilitating coordination. Limitations include difficulty setting quantitative standards and resistance from employees.
Performance indicators for different levels of management
The document discusses the roles and responsibilities of different levels of management in performance management. It states that top management must play a leading role in implementing performance management systems successfully and setting standards for lower levels. Line managers have a crucial role in each stage of the performance management cycle, from setting goals to conducting reviews. The HR department also plays an important strategic role in performance management as an enabler. Regular feedback is important for performance improvement, and 360-degree feedback provides a rounded view of an employee's performance from different perspectives.
Performance indicators for different levels of management
performance management system is now inevitable in every organisations. introducing performance management in an organisation is essential. Role played by different levels of managers in its effective execution is described in the slides.
Principle of Management
This document provides an introduction to management. It defines business as any activity undertaken to earn a profit. Management is described as the process of coordinating work activities to complete tasks efficiently and effectively through other people. The key functions of management are planning, organizing, leading, and controlling. Managers oversee organizational performance and ensure efficiency and effectiveness. Factors like the type of organization, management levels, goals, and management style determine differences between managers. Technical skills, human skills, and conceptual skills are important qualities for managers.
MOB Unit - II - Google Meet.pptx
This document provides an overview of organizing and staffing concepts for an organizational behavior and management principles course. It defines key terms like organizing, organization structure, departmentation, span of control, centralization and decentralization. It also discusses staffing processes including selection and recruitment, and delegation of authority. The document is intended to outline the syllabus and concepts that will be covered in a unit on organizing and staffing.
Mu0016 set-1
The aims of performance management are to:
- Assist in achieving enhanced work performance standards for employees.
- Help employees identify the knowledge and skills to perform their jobs efficiently.
- Ensure employees work towards defined goals and receive regular feedback on performance.
- Evaluate the company's ability to set and reach goals and identify factors hindering performance.
Data can be used for human resource decision making by planning how it supports decisions, providing experience in using real data for decisions, improving communication among data users, and enhancing data sharing across the organization.
PAM.pptx
This document discusses performance appraisals. It defines performance appraisal as the systematic evaluation of employee performance and abilities for growth. Performance appraisals are meant to provide feedback, serve as a basis for modifying behavior, and provide data to managers for future assignments. Common performance appraisal methods mentioned include management by objectives, 360 degree feedback, and assessment centers. The document outlines issues with existing performance management systems, such as overmarking employees, lack of training, and no appeal process. It recommends improvements like ongoing appraisals with goal setting and dialogue between appraisers and employees.
Succession Planning for Sustainable Organizational Development
The strategic imperative, value and relevance of Succession Planning as a driver of sustainable organizational development. Applying the Succession Planning process.
Management process3 and types
visit me in http://www.sujithbhaskar.brandmee.in/ or please comment my blogs in http://blog.centreetech.com/
57827159 mu-0016
The aims of performance management are to assist in achieving work standards, identifying employee skills, ensuring goals are met, providing feedback, and evaluating company performance. The process of defining expectations involves reviewing role profiles, discussing key result areas and targets, and agreeing on required competencies and behaviors. The characteristics of performance appraisal are that they must match job descriptions, be legally compliant, involve trained appraisers, and include follow-up after the appraisal is conducted.
Performance management ch 1,2,3 ppt copy
The document provides an overview of performance management. It begins with definitions of performance management and discusses its strategic and integrated nature. It then covers concerns of performance management such as outputs, outcomes, processes, inputs and planning. The document also provides a brief history of performance management practices over time, from early systems in ancient China and Europe to more modern approaches like management by objectives and critical incident technique. It discusses key elements and criticisms of different performance management approaches.
Od & change
The document defines business processes as cross-functional activities that convert inputs to outputs. Business process reengineering (BPR) is fundamentally rethinking and redesigning business processes to dramatically improve performance in areas like cost, quality, service, and speed. BPR aims to be customer-focused, fast, flexible, innovative, and productivity-enhancing. It requires radical, integrated changes centered around end-customers and processes. The key steps of BPR involve selecting processes, understanding the current process, developing a vision for improvement, creating an action plan, and executing the plan.
Control process ppt
Controlling is an important function of management that involves measuring actual performance against standards, identifying any deviations, analyzing the causes of deviations, and taking corrective actions. The controlling process consists of setting standards, measuring performance, comparing actual performance to standards, analyzing deviations, and taking corrective actions. Standards can be set both quantitatively and qualitatively and should be specific, flexible, and allow for an acceptable range of deviations. Controlling helps management identify problems and formulate improved future plans.
Ir mgmt of redundancies
This document discusses management of redundancies in the workplace. It begins by defining redundancy as termination of employment and discusses the internal and external reasons an organization may undergo downsizing. It emphasizes the need for policies around redundancies to provide stability and security for employees. The document then details compensation packages for redundancy, approaches to dealing with workforce reductions, and creating socially responsible downsizing plans. Finally, it examines voluntary retirement schemes as an option, outlining factors to consider in designing and implementing such a scheme.
organizational effectiveness
The document discusses various approaches to organizational effectiveness including goal attainment, system resources, strategic constituencies, and competing values. It describes models of organizational effectiveness such as human relations, internal processes, open system, and rational goal. Key factors for organizational effectiveness are identified as the CEO, manager-subordinate relationships, and the managers. Methods to increase effectiveness include aligning talent and business strategies, mergers/acquisitions, and integrating business and talent management strategies.
organization design
The document discusses organization design and factors related to success and failures. Organization design aims to identify and realign dysfunctional workflows, structures, and systems to improve business goals. Key factors for success include synchronizing design with strategy, clarifying roles and responsibilities, deploying the right leaders and capabilities, using a layered rather than just top-down design approach, and lower execution risk. Common failures are not knowing the goals, structuring around specific personnel, causing unnecessary disruption, making decisions outside the process, and skipping assessments of the current state.
principles of management.ppt
The document discusses management concepts including definitions of management, managerial functions, and managerial roles. It provides various definitions of management from different perspectives such as production-oriented, decision-oriented, and people-oriented. The five main managerial functions are identified as planning, organizing, staffing, leading, and controlling. Mintzberg's roles of managers are also summarized which include interpersonal roles like figurehead and leader, informational roles like monitor and disseminator, and decisional roles like entrepreneur.
Competency based Performance Management - CMAC.pdf
This document discusses competency-based performance management. It explains that competency-based performance management focuses on developing an employee's competencies rather than just evaluating their performance. It outlines the five steps to implementing competency-based performance management: 1) developing a growth approach, 2) creating a competency framework, 3) setting competency-based goals, 4) competency-based performance appraisals, and 5) competency-based feedback. The document emphasizes that competency-based performance management transforms employees by developing their competencies to achieve long-lasting growth, unlike traditional performance management.
Similar to Administration vs Management and Types of managerial Skills (20)
conrolling process and management business studies
conrolling process and management business studies
Performance indicators for different levels of management
Performance indicators for different levels of management
Performance indicators for different levels of management
Performance indicators for different levels of management
Succession Planning for Sustainable Organizational Development
Succession Planning for Sustainable Organizational Development
Competency based Performance Management - CMAC.pdf
Competency based Performance Management - CMAC.pdf
More from RajaKrishnan M
Shortcomings of Demat Account
A demat account allows investors to hold securities digitally and trade shares online. However, demat accounts also have some shortcomings. Demat accounts require yearly fees to cover maintenance costs and force investors to trade frequently online. This level of technology literacy and high trading frequency can prevent long-term investing and result in losses. Demat account holders must also monitor stockbroker activities and may need to agree to additional contracts.
Demat Account Services
A demat account allows investors to hold shares and securities in electronic format rather than physical certificates. It provides benefits like seamless and fast transfer of shares, facilitates digitally secured storage of investments, and easy tracking of trading activities. A demat account provides a convenient way to hold shares and securities by eliminating risks of theft, forgery or damage of physical certificates. It allows for immediate digital transfer of securities once a trade is approved. Demat accounts do not require a minimum balance of shares and one can hold multiple demat accounts linked to a single PAN number.
Depository Participant
Depository Participant,
Functions of Depository Participant,
Dfference between Depository Participant and Depository
Services provided in Mobile Banking
Mobile banking allows users to conduct financial transactions using a mobile device and provides services such as accessing account statements, monitoring term deposits, receiving account alerts, managing mutual funds and insurance policies, and accessing loan and card statements. It is a branch of e-commerce that uses information and communication technology for business and financial management, with mobile commerce classified into obtaining information, conducting transactions, and providing services related to a product or service.
Ombudsman scheme
The Ombudsman scheme provides independent dispute resolution between organizations and their customers. It was first established in Sweden in 1915 and has since been adopted by many governments and private entities. The SEBI Ombudsman Regulations established the Ombudsman scheme in India in 2003 to handle investor complaints against listed companies and intermediaries. The Ombudsman investigates complaints, makes recommendations, provides guidance, monitors practices, and reports on complaints regarding issues like non-receipt of shares or funds. Complaints not resolved within one month can be referred to the Ombudsman.
Factors affecting share price
The document discusses factors that affect share prices, including supply and demand, interest rates, current events, and exchange rates. Supply and demand directly impact share prices, with prices rising when demand exceeds supply and falling when supply outweighs demand. Interest rates and monetary policy decisions also influence prices, with higher rates typically lowering prices. Current domestic and global events can positively or negatively impact investor sentiment and market prices. Exchange rates also play a role, as a stronger rupee against the dollar is often correlated with economic growth and higher stock values.
Rights of investors
This document outlines the rights of investors as shareholders, debenture holders, and security holders. As a shareholder, investors have rights to receive dividends and inspect company records. They can also apply to have meetings called or the company wound up. As a group, shareholders can call extraordinary meetings and demand polls. As debenture holders, investors are entitled to interest payments and can take action if debentures are in default. The document stresses that investors have responsibilities to be informed, vigilant, and participate in company meetings by exercising their rights individually or as a group.
Loss of Confidence of small investors
Small investor confidence can affect stock prices, with rising confidence leading to bull markets and falling confidence resulting in bear markets. Factors like company news, economic conditions, and regulatory actions influence investor confidence. The Securities and Exchange Board of India (SEBI) regulates India's securities market, but small investors may lose confidence in SEBI due to regulatory failures, lack of awareness about SEBI's role, perceived inefficiencies, or rampant insider trading. This could have negative effects like reduced market participation and investment from small investors. To regain confidence, SEBI must address transparency, communication, and strict enforcement against fraud and insider trading.
Facilities by BSE
The Bombay Stock Exchange (BSE) is the oldest stock exchange in Asia and provides various facilities to members and investors including trading, clearing and settlement, listing, market data, investor services, and international services. BSE offers a platform for trading various financial instruments, a comprehensive clearing and settlement system, listing services for companies, real-time market data and statistics, online trading and education for investors, and access to global markets through international partnerships.
Technological forces fueling e-commerce
This document discusses key trends driving e-commerce growth including omnichannel presence, extensive personalization, shift to mobile, conversational marketing, AI/chatbots, image search, and efficient checkout processes. It explains how technologies like video chat, co-browsing, and e-signatures allow for interconnected customer experiences across channels. Personalization is highlighted as important for understanding customer preferences and behavior. Mobile platforms and apps, location-based marketing, and augmented reality are increasing in importance.
Encryption and Decryption
Encryption is the process of converting a readable plaintext message into an unreadable cipher text message. Decryption is the reverse process of converting cipher text back into a readable plaintext format. The encryption process uses a public key at the sender's end to encrypt the message into unreadable cipher text. Decryption uses a private key at the receiver's end to decode the cipher text back into the original readable plaintext message. Encryption and decryption ensure secure transmission and storage of sensitive data that can only be accessed by authorized parties with the proper keys.
Meaning, Anatomy and Forces Fueling e-commerce
E-commerce involves the buying and selling of goods and services over the Internet. It can occur between businesses, businesses and consumers, consumers and businesses, and consumers directly. E-commerce uses electronic means like websites to facilitate commercial transactions. It requires large multimedia storage servers to hold content like audio, video, images and text. Information is delivered to consumer access devices through telecom, cable, computer or wireless networks. Three key forces fueling the growth of e-commerce are economic factors like lower costs, marketing advantages of new channels and personalized service, and advancing digital technologies.
Forces Fueling e-commerce
E-commerce is the process of buying, selling, or exchanging products, services, and information via electronic networks and computers. It allows consumers to exchange goods and services without barriers of time or distance. Key drivers of e-commerce growth include economic, technological, market, and social factors. Economically, e-commerce enables lower-cost interactions between businesses and partners, cheaper advertising and customer service, and higher profits through reduced overhead.
Inter Organizational e-commerce
This document discusses interorganizational systems (IOS) and e-commerce. It defines IOS as occurring between two or more organizations collaborating and sharing information. It describes different levels of IOS including individual organizations, networks themselves, and wider communities. It also outlines types of IOS at different technological stages from pre-internet to modern web 2.0 systems. Key benefits of IOS include enabling efficient supply chain management, facilitating technology exchange, allowing for global communication, and reducing business risks.
Factors for the success of m-commerce
This document discusses five factors that influence the adoption of mobile commerce (m-commerce): perceived usefulness, perceived ease of use, perceived trust, perceived cost, and perceived privacy. It provides definitions and explanations of each factor, describing how researchers have proposed that higher perceptions of usefulness, ease of use, trust, and privacy as well as lower perceptions of cost would positively influence consumers' adoption of m-commerce.
Advantages of E-Commerce
This document discusses the advantages and disadvantages of e-commerce. Some key advantages include low financial costs to start an e-business, the ability to operate 24/7 globally, and easily gaining customer data. However, disadvantages include sites crashing and customers being unable to try products before buying. Additionally, e-commerce faces high competition, potential quality issues, and security/technical challenges from poor implementation or evolving standards.
Types of E-Commerce
This document outlines 7 types of e-commerce business models:
1) Business-to-Business (B2B) where businesses sell products to other businesses for resale.
2) Business-to-Consumer (B2C) where businesses sell directly to consumers through websites like Amazon and Flipkart.
3) Consumer-to-Consumer (C2C) where individuals sell used goods to other consumers through sites like OLX and Quickr.
E-Commerce and E- Businesss
E-commerce refers to the buying and selling of goods and services, and the transfer of funds and data, over the internet. It allows for commercial transactions between businesses and consumers with no barriers of time or distance. While e-commerce involves commercial transactions via the internet, e-business relies entirely on the internet for all company activities from procurement to marketing to sales. E-commerce has grown exponentially in recent decades, emerging in the 1970s on private networks and accelerating with the creation of the world wide web and first online stores in the early 1990s.
RFID
This document discusses several topics related to mobile computing and m-commerce. It begins with an overview of RFID technology, including the basic components and types of RFID tags. It then covers WiMAX and how it provides wireless broadband connectivity over large areas. Finally, it discusses SMS and its use for short text messages. The document also outlines some security issues and safety measures for mobile computing.
Electronic Data Interchange & Internet
The document discusses electronic data interchange (EDI) and the internet. It defines EDI as the electronic exchange of business documents between organizations in a standardized format. Common documents exchanged via EDI include invoices, purchase orders, and shipping notices. The document also outlines several benefits of EDI for industries like retail, manufacturing, and automobiles. It provides a brief history of the internet and defines key terms like protocols and the world wide web. EDI is useful for regular exchanges between business partners in industries like supply chain management.
More from RajaKrishnan M (20)
Recently uploaded
How to Make a Field Mandatory in Odoo 17
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar KanvariaWound healing PPT
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Your Skill Boost Masterclass: Strategies for Effective UpskillingExcellence Foundation for South Sudan
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.BBR 2024 Summer Sessions Interview Training
Qualitative research interview training by Professor Katrina Pritchard and Dr Helen Williams
The History of Stoke Newington Street Names
Presented at the Stoke Newington Literary Festival on 9th June 2024
www.StokeNewingtonHistory.com
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...National Information Standards Organization (NISO)
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...Nguyen Thanh Tu Collection
https://app.box.com/s/tacvl9ekroe9hqupdnjruiypvm9rdanePCOS corelations and management through Ayurveda.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Main Java[All of the Base Concepts}.docx
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Build a Module in Odoo 17 Using the Scaffold Method
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Add Chatter in the odoo 17 ERP Module
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
How to Fix the Import Error in the Odoo 17
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
How to deliver Powerpoint Presentations.pptx
"How to make and deliver dynamic presentations by making it more interactive to captivate your audience attention"
Leveraging Generative AI to Drive Nonprofit Innovation
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Recently uploaded (20)
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Digital Artefact 1 - Tiny Home Environmental Design
Digital Artefact 1 - Tiny Home Environmental Design
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
How to Build a Module in Odoo 17 Using the Scaffold Method
How to Build a Module in Odoo 17 Using the Scaffold Method
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
Leveraging Generative AI to Drive Nonprofit Innovation
Leveraging Generative AI to Drive Nonprofit Innovation
Administration vs Management and Types of managerial Skills
- 1. PRINCIPLES OF MANAGEMENT ASSIGNMENT NAME:ARUN KUMAR. M CLASS:I BCOM BPS ROLL NO:21BBP005
- 3. DEFINITION OF ADMINISTRATION THE DEFINITION OF ADMINISTRATION REFERS TO THE GROUP OF INDIVIDUALS WHO ARE IN CHARGE OF CREATING AND ENFORCING RULES AND REGULATIONS, OR THOSE IN LEADERSHIP POSITIONS WHO COMPLETE IMPORTANT TASKS
- 4. DEFINITION OF MANAGEMENT • MANAGEMENT IS THE PROCESS OF PLANNING AND ORGANISING THE RESOURCES AND ACTIVITIES OF A BUSINESS TO ACHIEVE SPECIFIC GOALS IN THE MOST EFFECTIVE AND EFFICIENT MANNER POSSIBLE. EFFICIENCY IN MANAGEMENT REFERS TO THE COMPLETION OF TASKS CORRECTLY AND AT MINIMAL COSTS. EFFECTIVENESS IN MANAGEMENT RELATES TO THE COMPLETION OF TASKS WITHIN SPECIFIC TIMELINES TO YIELD TANGIBLE RESULTS
- 5. DIFFERENCES
- 6. DIFFERENCES
- 7. TYPES OF MANAGERIAL SKILLS