Pom unit-i, Principles of Management notes BBA I Semester OUBalasri Kamarapu
BBA notes, Osmania University, I sem, Principles of Management, PPT of Principles of Management, Osmania University BBA Notes, POM notes by NET qualified faculty
Pom unit-i, Principles of Management notes BBA I Semester OUBalasri Kamarapu
BBA notes, Osmania University, I sem, Principles of Management, PPT of Principles of Management, Osmania University BBA Notes, POM notes by NET qualified faculty
This presentation focuses on the primary responsibilities of a manager.Emphasis is on knowledge and understanding for the following:
1. Levels of management
2. Management roles
3. Management skills
Introduction to Management: Concept of Management, Importance & Nature of Management, Management as profession, professionalization of management in India.
It contains information about the basic concepts of management like what is management, functions of management, levels of management which is the basis for every management student.
Principles of Management (MG 6851) Unit i AntBMaro
Topics Covered :
Definition of Management
Science or Art
Manager Vs Entrepreneur
Types of managers managerial roles and skills
Evolution of Management – Scientific, human relations , system and contingency approaches
Types of Business organization - Sole proprietorship, partnership, company-public and private sector enterprises
Organization culture and Environment
Current trends and issues in Management.
This is a presentation on Principles of Business Management. This presentation is based on syllabus of Pt. Ravi Shankar University,Raipur and Durg University, Durg. It is a brief presentation of all the aspects, functions and basic principles of business managaement.
This presentation focuses on the primary responsibilities of a manager.Emphasis is on knowledge and understanding for the following:
1. Levels of management
2. Management roles
3. Management skills
Introduction to Management: Concept of Management, Importance & Nature of Management, Management as profession, professionalization of management in India.
It contains information about the basic concepts of management like what is management, functions of management, levels of management which is the basis for every management student.
Principles of Management (MG 6851) Unit i AntBMaro
Topics Covered :
Definition of Management
Science or Art
Manager Vs Entrepreneur
Types of managers managerial roles and skills
Evolution of Management – Scientific, human relations , system and contingency approaches
Types of Business organization - Sole proprietorship, partnership, company-public and private sector enterprises
Organization culture and Environment
Current trends and issues in Management.
This is a presentation on Principles of Business Management. This presentation is based on syllabus of Pt. Ravi Shankar University,Raipur and Durg University, Durg. It is a brief presentation of all the aspects, functions and basic principles of business managaement.
Building the Integrated Master Plan (and its Integrated Master Schedule) is a critical success factor in any project domain. It describes the increasing maturity of all deliverables in units of measure meaningful to the decision makers.
The IMP contains the Measures of Effectiveness and Measures of Performance. The IMS contains the Technical Performance Measures (as exit criteria for the Work Packages).
Risk and estimates are applied at all levels of the IMP and IMS, then definitized in the Performance Measurement Baseline on contract
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This manual on community-based participatory approach is a training guide for a range of users and potential stakeholders: community members, extension staff, researchers, local and central administrators, NGO staff, policy makers, private institutions/associations, donors and others. The manual is easy to follow, with clear definitions of terminology, and is well structured to show the different steps of the community-based participatory approach. The main steps involved in elaborating the participatory community development plan are presented as a sequence of steps, with all necessary details for the various users and stakeholders.
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The Management Process TodayChapter1Wh.docxcherry686017
The Management Process Today
Chapter
1
What is Management?
The planning, organizing, leading, & controlling of human & other resources to achieve orgl goals effectively & efficiently.
Organizations
Collections of people who work together & coordinate their actions to achieve a wide variety of goals.
Managers
Managers – Supervise use of an organization’s resources to meet its goalsResources - people, skills, know-how, machinery, raw materials, computers & IT,
& financial capital
Organizational Performance
A measure of how efficiently & effectively mgrs are using organizational resources to satisfy customers & achieve goals
Efficiency
Effectiveness
Figure 1.1
Figure 1.1 – pg. 6
Why study management?Well-being of peopleAlmost all of us encounter managers Obtain a satisfying career
Four Functions of Management
Figure 1.2
Planning
Process of identifying & selecting
appropriate goals & courses of action.Deciding which goals to pursueDeciding what courses of action to adoptDeciding how to allocate resources
Organizing
Process of establishing a structure of working relationships in a way that allows orgl members to interact & cooperate to achieve orgl goals.Organizational Structure – reporting relationships
Leading
Articulating a clear vision to follow, & energizing & enabling orgl members so they understand the part they play in attaining orgl goals.
ControllingEvaluating how well an org. is achieving its goals & taking action to maintain or improve performance.Outcome of control process is ability to measure performance accurately & regulate efficiency & effectiveness.
Is Management Career in Large Organization Right for You?I dislike following somebody else’s orders.I dislike having to compete against others with whom I work.It is important for me to be liked by the people with whom I work.I prefer to act in customary ways; to blend in with the crowd.It is important for me to do things better or more efficiently than they’ve ever been done before.I like to assert myself & take charge.I enjoy giving directions to others.It doesn’t bother me to do routine tasks.
1-Strongly Disagree 2-Disagree 3-Undecided 4-Agree 5-Strongly Agree
Self-Assessment Exercise
Question?
What is a group of people who work together and possess similar skills or use the same
knowledge, tools, or techniques?
A. Organization
B. Department
C. Team
D. Presentation Group
Types of Managers
First line managers - Responsible for the daily supervision of non-managerial employees.
Middle managers - Supervise first-line managers. Are responsible to find the best way to use resources to achieve goals.
Top managers - Responsible for performance of all depts. & have cross-departmental responsibility. Establish orgl goals, decide how different depts should interact & monitor middle mgrs.
Types of Managers
Top Managers
Middle Managers
First-Line Managers
Executives
Managers or Direc ...
Management is the coordination and administration of tasks to achieve a goal. Such administration activities include setting the organization’s strategy and coordinating the efforts of staff to accomplish these objectives through the application of available resources. Management can also refer to the seniority structure of staff members within an organization.Companies and organizations need effective management to achieve business goals. There are different levels of management that aim to organise and coordinate the business functions of a company. If you're interested in becoming a manager, you may want to learn more about what a manager does. In this article, we discuss what management is and its unique characteristics, objectives, levels and functions.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
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A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
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Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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1. Functions of Manager
There are basically five management concepts that allow any
organization’s manager to handle the tactical, planned and set
decisions. The five basic functions of the manager are just to have a
controlled plan over the preventive measure.
Figure: Functions of Manager
These Functions can be summarized below:
Planning:
Planning is the first tool of the four functions in the managerial task.
The difference between a successful and unsuccessful manager lies
within the planning procedure. Planning is the logical thinking through
goals and making the decision as to what needs to be accomplished in
order to reach the organizations’ objectives. Managers use this process
to plan for the future, like a blueprint to foresee problems, decide on
the actions to evade difficult issues and to beat the competition.
2. Organizing:
The second function of the manager (management) is getting prepared,
getting organized. Manager must organize all its resources well before
in hand to put into practice the course of action to decide that has been
planned in the base function. Through this process, manager will now
determine the inside directorial configuration; establish and maintain
relationships, and also assign required resources.
Staffing:
The third function of manager is stuffing. After the organizational
functions are done, he may decide to beef up his staffing by recruiting,
selecting, training, and developing employees. A manager in a large
organization often works with the company's human resources
department to accomplish this goal.
Directing:
It involves the implementation of plans by mobilizing individuals and
group efforts through motivation, communication, leadership and
supervision. Directing may be defined as the process of activating the
efforts of employees towards the achievement of organizational
objectives.
Controlling:
It is the process of regulating the ongoing activities of the organization
to ensure that they are in conformity with the established plans and
produce the desired results. Through the controlling function,
management can keep the organization towards its chosen track. It
involves:
Establishing standards of performance
3. Measuring current performance
Comparing actual results with the established standards
Detecting deviations from the standards
Taking corrective actions for significant deviations.
Roles of Manager
A manager wears many hats. Not only is a manager a team leader,
but he or she is also a planner, organizer, cheerleader, coach, problem
solver, and decision maker — all rolled into one. And these are just a
few of a manager's roles.
Figure: The
Managerial Role
Interpersonal role:
The roles in this category involve providing information and ideas.
4. 1. Figurehead - A manager has social, ceremonial and legal
responsibilities. He is expected to be a source of inspiration.
People look up to him as a person with authority, and as a
figurehead.
2. Leader - This is where manager provide leadership for his team,
his department or perhaps his entire organization; and it's where
he (manager) manage the performance and responsibilities of
everyone in the group.
3. Liaison - Managers must communicate with internal and external
contacts. He needs to be able to network effectively on behalf of
his organization.
Informational Role:
The roles in this category involve processing information.
4. Monitor - In this role, manager regularly seek out information
related to his organization and industry, looking for relevant
changes in the environment. He also monitors his team, in terms
of both their productivity, and their well-being.
5. Disseminator - This is where manager communicate potentially
useful information to his colleagues and his team.
6. Spokesperson - Manager represents and speaks for his
organization. In this role he is responsible for transmitting
information about his organization and its goals to the people
outside it.
Decisional Role:
The roles in this category involve using information.
7. Entrepreneur - A manager creates and control change within the
organization. This means solving problems, generating new ideas,
and implementing them.
5. 8. Disturbance Handler - When an organization or team hits an
unexpected roadblock, it's the manager who must take charge.
He also needs to help mediate disputes within it.
9. Resource Allocator – A manager also needs to determine where
organizational resources are best applied. This involves allocating
funding, as well as assigning staff and other organizational
resources.
10. Negotiator – A manager may be needed to take part in, and
direct, important negotiations his team, department, or
organization.
Skills of Manager
In addition to fulfilling numerous roles the manager also need a
number of specific skills if he wants to be succeed. The most
fundamental management skills are technical. Interpersonal,
conceptual, communication decision making and time management
skills.
Figure:
Managerial Skill (For All Level Managers)
Technical Skills:
6. Technical skills are the skills necessary to accomplish or understand the
specific kind of work being done in an organization. Technical skills are
especially important for first line managers. These managers spend
most of their time training subordinates and answering question about
work related problems. They must know how to perform tasks assigned
to those they supervise if they are to be effective managers.
Interpersonal Skills:
Managers spend considerable time interacting with people both inside
and outside the organization. For obvious reasons then the manager
also needs interpersonal skills- the ability to communicate with,
understand and motivate both individuals and groups. As a manager
climbs the organizational ladder, he or she must be able to get along
with subordinates, peers and those at higher level of the organization.
Because of the multitude of roles manager must fulfill, a manager must
able to work with suppliers, customers, investors, and others outside of
the organization. Although some managers have succeeded with poor
interpersonal skills, a manager who has good interpersonal skills is
likely to be more successful.
Conceptual Skills:
Conceptual skills depend on the manager’s ability to think in the
abstract. Managers need the mental capacity to understand the overall
working of the organization and its environment, to grasp how all the
part of the organization fit together, and view the organization in a
holistic manner. This allows them to think strategically, to see the ‘big
7. picture’, and to make broad based decisions that serve the overall
organization.
Diagnostic Skills:
Successful managers also possess diagnostic skills, or skills that enable
a manager to visualize the most appropriate response to a situation. A
physician diagnoses a patient illness by analyzing symptoms and
determining their probable cause. Similarly, a manager can diagnose
and analyze a problem in the organization by studying its symptoms
and then developing a solution.
Communication Skills:
Communication skills refer to the manager’s ability both to effectively
convey ideas and information to others and to effectively receive ideas
and information from others. This skills enable a manager to transmit
ideas to subordinates so that they know what is expected, to
coordinate work with peers and colleagues so that they work well
together properly, and to keep higher level managers informed about
what is going on. In addition, communication skills help the manager
listen to what others say and to understand real meaning behind
letters, reports, and other written communication.
Decision-Making Skills:
8. Effective managers also have good decision making skills. Decision
making skills refers to the manager’s ability to correctly recognize and
define problems and opportunities and to then select an appropriate
course of action to solve the problems and capitalize on opportunities.
No manager makes the right decision all the time. However, effective
managers make good decision most of the time. And when they do
make a bad decision, they usually recognize their mistake quickly and
then make good decision to recover with as little cost or damage to
their organization as possible.
Time-Management Skills:
Finally, effective managers usually good time management skills. Time
management skills refer to the manager’s ability to prioritize work, to
work effectively, and to delegate appropriately. As already noted,
managers face many different pressures and challenges. It is too easy
for a manager to get bogged down doing work that can easily be
postponed or delegated to others. When this happens, unfortunately,
more pressing and higher priority work may get neglected.
Although above described skills are essential for managers, their
relative importance tends to vary by level of managerial responsibility.
Business and management educators are increasingly interested in
helping people acquire technical, human, and conceptual skills, and
develop specific competencies, or specialized skills, which contribute to
9. high performance in a management job. Following are some of the
skills and personal characteristics:
Leadership — ability to influence others to perform tasks
Self-objectivity — ability to evaluate yourself realistically
Analytic thinking — ability to interpret and explain patterns in
information
Behavioral flexibility — ability to modify personal behavior to
react objectively rather than subjectively to accomplish
organizational goals
Oral communication — ability to express ideas clearly in words
Written communication — ability to express ideas clearly in
writing
Personal impact — ability to create a good impression and
instill confidence
Resistance to stress — ability to perform under stressful
conditions
Tolerance for uncertainty — ability to perform in ambiguous
situations