The document discusses the meaning, purpose, characteristics and future of office work. It defines an office as a place where business activities are planned and information is received, handled and stored. The main purposes of an office are to facilitate decision making, coordination between departments, and preserve business records. Office work involves tasks like handling communication, accounting, and planning. Modern offices aim to standardize processes, simplify work, and establish control mechanisms to ensure efficiency. Future challenges for offices include reducing paper work and costs while meeting government regulations.
A Management Information System (MIS) provides organizations with the information needed to manage efficiently and effectively. An MIS collects, processes, stores, and disseminates data to business managers to help them make decisions. It is characterized by being based on long-term planning, providing a holistic view of the organization, and creating linkages between organizational sub-systems. The development of MIS has evolved from mainframe computers to personal computers and modern cloud computing. MIS plays an important role in generating, communicating, and using information to support strategic planning, management control, operational control, and transaction processing.
The document discusses key aspects of office management including:
1) It defines an office as a place where records of various activities are kept and clerical operations are carried out.
2) The main objectives of an office are to plan activities, coordinate departments, preserve records, and maintain accounts.
3) The basic functions of an office are receiving, recording, arranging, and giving information both internally and externally.
4) An office manager is responsible for planning, organizing, directing, controlling and coordinating various departments to ensure efficient office work.
This document provides an introduction to management, including definitions of management, the nature and importance of management, and the functions and levels of management. Some key points:
- Management involves planning, organizing, staffing, directing, and controlling organizational resources and activities to achieve goals. It is the process of working with and through people.
- Management principles have both universal and situational aspects and are drawn from various disciplines like psychology, economics, and statistics. Management can be considered both an art and a science.
- The importance of management includes effective resource utilization, development of resources, ensuring organizational continuity, and integrating various stakeholder groups.
- Managers at different levels perform different functions, with top managers
This document provides an introduction to business concepts including definitions of business, the differences between business and non-business activities, and divisions of business into commerce and industry. It discusses key business objectives including economic, social, human, and national objectives. It also outlines important considerations for establishing a new business such as selecting the business, assessing demand, determining the appropriate size, securing capital, choosing a location, selecting physical facilities, developing a plan layout, hiring staff, acquiring office equipment, and fulfilling legal requirements.
Concept, nature & purpose of managementRobin Gulati
1. The document discusses the concepts, nature, and purpose of management. It outlines key terms like planning, organizing, staffing, leading, and controlling as important management functions.
2. Principles of management are proposed by theorists like Henry Fayol and F.W. Taylor to improve the effectiveness of managing organizations. Fayol suggests 14 principles including division of work, authority, and discipline.
3. Taylor's scientific management principles include developing the true science for each work element and selecting/training workers according to job requirements to maximize prosperity for both employers and employees.
Introduction to business, BUSINESS definitionRakibul islam
Business involves profit-seeking and non-profit activities that provide goods and services to satisfy human needs and wants. It aims to generate profit while satisfying standards of living. Non-profit organizations also operate like businesses but their primary goal is not generating returns for owners. Business has evolved from early agricultural economies to modern service and internet-based economies. Revenue is the money a business earns from sales, profit is earnings after expenses, and loss occurs when expenses are greater than revenues. The objectives of business are survival, social responsibility, and growth while its role in society is satisfying needs through efficient use of limited resources.
The document discusses the meaning, purpose, characteristics and future of office work. It defines an office as a place where business activities are planned and information is received, handled and stored. The main purposes of an office are to facilitate decision making, coordination between departments, and preserve business records. Office work involves tasks like handling communication, accounting, and planning. Modern offices aim to standardize processes, simplify work, and establish control mechanisms to ensure efficiency. Future challenges for offices include reducing paper work and costs while meeting government regulations.
A Management Information System (MIS) provides organizations with the information needed to manage efficiently and effectively. An MIS collects, processes, stores, and disseminates data to business managers to help them make decisions. It is characterized by being based on long-term planning, providing a holistic view of the organization, and creating linkages between organizational sub-systems. The development of MIS has evolved from mainframe computers to personal computers and modern cloud computing. MIS plays an important role in generating, communicating, and using information to support strategic planning, management control, operational control, and transaction processing.
The document discusses key aspects of office management including:
1) It defines an office as a place where records of various activities are kept and clerical operations are carried out.
2) The main objectives of an office are to plan activities, coordinate departments, preserve records, and maintain accounts.
3) The basic functions of an office are receiving, recording, arranging, and giving information both internally and externally.
4) An office manager is responsible for planning, organizing, directing, controlling and coordinating various departments to ensure efficient office work.
This document provides an introduction to management, including definitions of management, the nature and importance of management, and the functions and levels of management. Some key points:
- Management involves planning, organizing, staffing, directing, and controlling organizational resources and activities to achieve goals. It is the process of working with and through people.
- Management principles have both universal and situational aspects and are drawn from various disciplines like psychology, economics, and statistics. Management can be considered both an art and a science.
- The importance of management includes effective resource utilization, development of resources, ensuring organizational continuity, and integrating various stakeholder groups.
- Managers at different levels perform different functions, with top managers
This document provides an introduction to business concepts including definitions of business, the differences between business and non-business activities, and divisions of business into commerce and industry. It discusses key business objectives including economic, social, human, and national objectives. It also outlines important considerations for establishing a new business such as selecting the business, assessing demand, determining the appropriate size, securing capital, choosing a location, selecting physical facilities, developing a plan layout, hiring staff, acquiring office equipment, and fulfilling legal requirements.
Concept, nature & purpose of managementRobin Gulati
1. The document discusses the concepts, nature, and purpose of management. It outlines key terms like planning, organizing, staffing, leading, and controlling as important management functions.
2. Principles of management are proposed by theorists like Henry Fayol and F.W. Taylor to improve the effectiveness of managing organizations. Fayol suggests 14 principles including division of work, authority, and discipline.
3. Taylor's scientific management principles include developing the true science for each work element and selecting/training workers according to job requirements to maximize prosperity for both employers and employees.
Introduction to business, BUSINESS definitionRakibul islam
Business involves profit-seeking and non-profit activities that provide goods and services to satisfy human needs and wants. It aims to generate profit while satisfying standards of living. Non-profit organizations also operate like businesses but their primary goal is not generating returns for owners. Business has evolved from early agricultural economies to modern service and internet-based economies. Revenue is the money a business earns from sales, profit is earnings after expenses, and loss occurs when expenses are greater than revenues. The objectives of business are survival, social responsibility, and growth while its role in society is satisfying needs through efficient use of limited resources.
Management Information System-Process Control systemAloshy cheriyan
The document discusses process control systems as a type of management support information system. It defines process control systems as monitoring and controlling physical processes through electronic sensors linked to computers that make adjustments based on continual monitoring of industrial processes. As an example, it provides a petroleum refinery that uses process control systems to monitor chemical processes and make instant adjustments to control the refinery process. The presentation was given by Mr. Aloshy Cheriyan on process control systems as part of a management information systems topic.
This document discusses the definitions and concepts of management, business administration, public management, and how they differ. Management can be defined as organized human activities aimed at achieving goals. Business administration involves managing economic activities to earn profits. Public management is similar to business administration but serves public needs rather than private profits. The key differences are that public management has public authority and works in a monopolistic environment, while business administration operates competitively without public authority.
This document discusses organizational design and structure. It covers topics such as organization structure, design, factors affecting design decisions, differentiation both horizontally and spatially, integration both vertically and horizontally, and models of organizational structure including machine bureaucracy, divisionalized form, and adhocracy. The document provides an overview of key concepts for designing organizational structure.
This document provides definitions and explanations of key commerce concepts. It defines business as the production and selling of goods and services to create wealth. Commerce is defined as activities that facilitate trade and the free flow of goods and services from producers to consumers. The document also outlines the components of commerce like trade and aids to trade. It describes different types of industries like genetic, extractive, manufacturing, construction and service industries.
This document discusses business organization. It defines business organization as the grouping of activities and resources into effective cooperation to achieve specific objectives like promoting trade, commerce and industry for profit. It discusses the objectives, types, forms, and common features of business organization. The common features discussed are structure, process, relationships, authority and responsibility, performance, and behavior of groups. Business organizations are important as they provide employment, satisfy customer needs, contribute tax revenue to the government, and benefit society overall.
This document discusses organization structure and design. It covers topics like job design, types of departmentalization including functional and divisional structures, methods of vertical and horizontal coordination, and contingency factors that influence organization structure. Specifically, it discusses four approaches to job design that foster motivation, the difference between functional and divisional structures, and how factors like strategy, technology, size, and environment can impact an organization's structure.
The document discusses various aspects of information systems planning including:
1) It outlines the systems development life cycle and discusses existing systems maintenance, analysis, design, implementation, and improvements.
2) It describes different information systems planning methodologies like Business Systems Planning, Critical Success Factors, and Strategic Information Planning.
3) It discusses the challenges of information systems planning including foreseeing the future, communication challenges, ensuring business-IT alignment, and maintaining system performance.
The document discusses the entrepreneurial process which consists of 5 stages: discovery, concept development, resourcing, actualization, and harvesting. Discovery involves generating business ideas and studying the market. Concept development involves creating a business plan. Resourcing involves acquiring financial and human resources. Actualization involves operating the business. Harvesting involves deciding on the business's future growth or demise.
The document outlines the objectives of business and scope of business activities. It discusses the main objectives of a business as earning profits for survival while also achieving economic, social, human, national, and global objectives. It also categorizes the scope of business into industry and commerce. Commerce involves facilitating the exchange and availability of goods and services and includes trade as well as auxiliary activities like banking, transportation, warehousing, insurance, and advertising that support trade. Trade is further divided into internal/domestic trade within a country's borders, international/foreign trade between countries through imports and exports, and entrepot trade which involves buying goods from one foreign country to sell in another.
Partnering for Competition:Internal PartnershipJeanie Arnoco
1. The document discusses the importance of partnering internally with other teams and departments to achieve strategic business goals.
2. It notes that when teams work in isolation pursuing just their own objectives, it can lead to problems like poor quality, rework and inefficiencies.
3. The key is for managers to partner with internal customers, understand their objectives and priorities, and work together as a united team focused on critical business results.
The document discusses different types of organization structures and dimensions. It describes mechanistic and organic structures, as well as departmentalization approaches like functional, divisional, and customer-based structures. Matrix structures that assign specialists from different functions to projects are also covered. Key aspects of organizational design include formalization, centralization, and span of management.
Planning and controlling are interdependent management functions. Planning establishes goals and how they will be achieved, while controlling monitors performance against those goals. Without plans to monitor against, controlling cannot determine if actual performance is acceptable. Likewise, plans must be implemented and followed, which is the role of controlling. Both functions also look backward to learn from past experiences and look forward to apply lessons learned and make adjustments for the future. Together, planning and controlling work to bridge the gap between current and desired performance.
The document discusses data dictionaries and system description techniques. It defines a data dictionary as a place that records information about data flows, data stores, and processes. It also describes three levels of data dictionaries - data elements, data structures, and data flows and data stores. The document then discusses normalization, flowcharts, data flow diagrams, decision tables, and decision trees as techniques for graphically representing systems and processes.
The document discusses the strategic management process, which includes four main steps: environmental scanning, strategy formulation, strategy implementation, and strategy evaluation. Environmental scanning involves analyzing internal and external factors that influence an organization. During strategy formulation, organizations design resource acquisition plans and formulate strategies to achieve goals. Strategy implementation translates strategies into actions. Strategy evaluation regularly assesses strategies and performance to determine if corrections are needed.
The document discusses the concepts of organizing and organization. It defines organizing as identifying and grouping work to be performed, delegating responsibility and authority, and establishing relationships to enable efficient work. An organization differentiates tasks among specialized units and integrates their work. Key aspects of an organization include a group working toward common objectives, division of labor, cooperative efforts, communication, central authority, rules, and a dynamic element. A sound organizational structure facilitates administration, encourages growth and innovation, ensures optimal resource use, and continuity of the enterprise. The organizing process involves identifying activities, grouping them, assigning duties, and delegating appropriate authority.
This document provides an overview of management concepts and the evolution of management theories. It defines management as the process of planning, organizing, staffing, directing and controlling human efforts to achieve organizational goals. The key points made in the document are:
1) Management is a goal-oriented, universal, continuous process that is both an art and a science. It involves integrating individual and organizational goals.
2) The functions of management include planning, organizing, staffing, directing, and controlling. Planning involves deciding goals and courses of action, organizing is setting up the organizational structure, staffing is recruiting employees, directing is guiding employees, and controlling is monitoring progress.
3) Management occurs at multiple levels including top
This document summarizes a seminar presentation about the need and relevance of values in management. It discusses how values provide important guidelines for behavior and influence attitudes. There are different types of values, such as instrumental values and terminal values. Values are different than facts in that values represent personal beliefs about what is good, while facts are objective statements. The document also outlines the importance of values for organizations in contributing to shared meaning and culture, and how values are relevant for managers in decision-making and social responsibility.
This document discusses motivation in organizations. It begins by introducing the topic of motivation and some challenges in motivating individuals. It then provides an overview of several motivation theories and techniques commonly used in organizations. These include setting goals and targets, performance-related pay, rewards schemes, and recognition. However, the document notes that motivating individuals can be difficult due to differences in human nature and psychology. Effective motivation relies on understanding individuals' diverse needs and motivating through vision and shared purpose, rather than manipulation. Projecting one's own motivations onto others is an common mistake. As managers and supervisors, practical motivation tools include showing respect, recognition, listening, making work interesting, and providing opportunities for satisfaction.
The document provides descriptions of the roles and responsibilities of various business departments, including sales, purchasing, manufacturing, administration, customer service, logistics, finance, human resources, IT support, marketing, research and development, and legal.
The sales department is responsible for selling products and services, taking orders, negotiating prices, and keeping customers informed of new offerings. The purchasing department finds suppliers and ensures the business has what it needs to operate. The manufacturing department physically makes products. Administration keeps the business organized while customer service handles customer issues and feedback. Logistics oversees operations and ensures efficiency. Finance manages money, taxes, and financial reporting. Human resources handles personnel. IT support maintains technology. Marketing communicates with customers. Research
The document provides steps for self-assessment, goal setting, and development. It first recommends assessing priorities, strengths, weaknesses, obstacles, and available resources. It then advises setting goals that are specific, measurable, achievable, realistic, and time-bound. The next step is to plan to learn and develop through experience, exposure, and education. The process concludes with evaluating progress and following up.
The document outlines the steps in a planned training process to modify attitudes, knowledge, and skills to achieve effective job performance. It discusses identifying training needs, designing the training content and objectives, selecting approaches and methods, developing training plans and materials, implementing and managing the training, and evaluating the results. The training needs assessment identifies why training is needed, who needs it, and the specific topics. The design phase involves developing the program, content, and activities. Preparation covers logistics, organization, and administration. Conduct focuses on delivering the content, managing the process, and providing support. Follow-up activities are also part of the process.
Management Information System-Process Control systemAloshy cheriyan
The document discusses process control systems as a type of management support information system. It defines process control systems as monitoring and controlling physical processes through electronic sensors linked to computers that make adjustments based on continual monitoring of industrial processes. As an example, it provides a petroleum refinery that uses process control systems to monitor chemical processes and make instant adjustments to control the refinery process. The presentation was given by Mr. Aloshy Cheriyan on process control systems as part of a management information systems topic.
This document discusses the definitions and concepts of management, business administration, public management, and how they differ. Management can be defined as organized human activities aimed at achieving goals. Business administration involves managing economic activities to earn profits. Public management is similar to business administration but serves public needs rather than private profits. The key differences are that public management has public authority and works in a monopolistic environment, while business administration operates competitively without public authority.
This document discusses organizational design and structure. It covers topics such as organization structure, design, factors affecting design decisions, differentiation both horizontally and spatially, integration both vertically and horizontally, and models of organizational structure including machine bureaucracy, divisionalized form, and adhocracy. The document provides an overview of key concepts for designing organizational structure.
This document provides definitions and explanations of key commerce concepts. It defines business as the production and selling of goods and services to create wealth. Commerce is defined as activities that facilitate trade and the free flow of goods and services from producers to consumers. The document also outlines the components of commerce like trade and aids to trade. It describes different types of industries like genetic, extractive, manufacturing, construction and service industries.
This document discusses business organization. It defines business organization as the grouping of activities and resources into effective cooperation to achieve specific objectives like promoting trade, commerce and industry for profit. It discusses the objectives, types, forms, and common features of business organization. The common features discussed are structure, process, relationships, authority and responsibility, performance, and behavior of groups. Business organizations are important as they provide employment, satisfy customer needs, contribute tax revenue to the government, and benefit society overall.
This document discusses organization structure and design. It covers topics like job design, types of departmentalization including functional and divisional structures, methods of vertical and horizontal coordination, and contingency factors that influence organization structure. Specifically, it discusses four approaches to job design that foster motivation, the difference between functional and divisional structures, and how factors like strategy, technology, size, and environment can impact an organization's structure.
The document discusses various aspects of information systems planning including:
1) It outlines the systems development life cycle and discusses existing systems maintenance, analysis, design, implementation, and improvements.
2) It describes different information systems planning methodologies like Business Systems Planning, Critical Success Factors, and Strategic Information Planning.
3) It discusses the challenges of information systems planning including foreseeing the future, communication challenges, ensuring business-IT alignment, and maintaining system performance.
The document discusses the entrepreneurial process which consists of 5 stages: discovery, concept development, resourcing, actualization, and harvesting. Discovery involves generating business ideas and studying the market. Concept development involves creating a business plan. Resourcing involves acquiring financial and human resources. Actualization involves operating the business. Harvesting involves deciding on the business's future growth or demise.
The document outlines the objectives of business and scope of business activities. It discusses the main objectives of a business as earning profits for survival while also achieving economic, social, human, national, and global objectives. It also categorizes the scope of business into industry and commerce. Commerce involves facilitating the exchange and availability of goods and services and includes trade as well as auxiliary activities like banking, transportation, warehousing, insurance, and advertising that support trade. Trade is further divided into internal/domestic trade within a country's borders, international/foreign trade between countries through imports and exports, and entrepot trade which involves buying goods from one foreign country to sell in another.
Partnering for Competition:Internal PartnershipJeanie Arnoco
1. The document discusses the importance of partnering internally with other teams and departments to achieve strategic business goals.
2. It notes that when teams work in isolation pursuing just their own objectives, it can lead to problems like poor quality, rework and inefficiencies.
3. The key is for managers to partner with internal customers, understand their objectives and priorities, and work together as a united team focused on critical business results.
The document discusses different types of organization structures and dimensions. It describes mechanistic and organic structures, as well as departmentalization approaches like functional, divisional, and customer-based structures. Matrix structures that assign specialists from different functions to projects are also covered. Key aspects of organizational design include formalization, centralization, and span of management.
Planning and controlling are interdependent management functions. Planning establishes goals and how they will be achieved, while controlling monitors performance against those goals. Without plans to monitor against, controlling cannot determine if actual performance is acceptable. Likewise, plans must be implemented and followed, which is the role of controlling. Both functions also look backward to learn from past experiences and look forward to apply lessons learned and make adjustments for the future. Together, planning and controlling work to bridge the gap between current and desired performance.
The document discusses data dictionaries and system description techniques. It defines a data dictionary as a place that records information about data flows, data stores, and processes. It also describes three levels of data dictionaries - data elements, data structures, and data flows and data stores. The document then discusses normalization, flowcharts, data flow diagrams, decision tables, and decision trees as techniques for graphically representing systems and processes.
The document discusses the strategic management process, which includes four main steps: environmental scanning, strategy formulation, strategy implementation, and strategy evaluation. Environmental scanning involves analyzing internal and external factors that influence an organization. During strategy formulation, organizations design resource acquisition plans and formulate strategies to achieve goals. Strategy implementation translates strategies into actions. Strategy evaluation regularly assesses strategies and performance to determine if corrections are needed.
The document discusses the concepts of organizing and organization. It defines organizing as identifying and grouping work to be performed, delegating responsibility and authority, and establishing relationships to enable efficient work. An organization differentiates tasks among specialized units and integrates their work. Key aspects of an organization include a group working toward common objectives, division of labor, cooperative efforts, communication, central authority, rules, and a dynamic element. A sound organizational structure facilitates administration, encourages growth and innovation, ensures optimal resource use, and continuity of the enterprise. The organizing process involves identifying activities, grouping them, assigning duties, and delegating appropriate authority.
This document provides an overview of management concepts and the evolution of management theories. It defines management as the process of planning, organizing, staffing, directing and controlling human efforts to achieve organizational goals. The key points made in the document are:
1) Management is a goal-oriented, universal, continuous process that is both an art and a science. It involves integrating individual and organizational goals.
2) The functions of management include planning, organizing, staffing, directing, and controlling. Planning involves deciding goals and courses of action, organizing is setting up the organizational structure, staffing is recruiting employees, directing is guiding employees, and controlling is monitoring progress.
3) Management occurs at multiple levels including top
This document summarizes a seminar presentation about the need and relevance of values in management. It discusses how values provide important guidelines for behavior and influence attitudes. There are different types of values, such as instrumental values and terminal values. Values are different than facts in that values represent personal beliefs about what is good, while facts are objective statements. The document also outlines the importance of values for organizations in contributing to shared meaning and culture, and how values are relevant for managers in decision-making and social responsibility.
This document discusses motivation in organizations. It begins by introducing the topic of motivation and some challenges in motivating individuals. It then provides an overview of several motivation theories and techniques commonly used in organizations. These include setting goals and targets, performance-related pay, rewards schemes, and recognition. However, the document notes that motivating individuals can be difficult due to differences in human nature and psychology. Effective motivation relies on understanding individuals' diverse needs and motivating through vision and shared purpose, rather than manipulation. Projecting one's own motivations onto others is an common mistake. As managers and supervisors, practical motivation tools include showing respect, recognition, listening, making work interesting, and providing opportunities for satisfaction.
The document provides descriptions of the roles and responsibilities of various business departments, including sales, purchasing, manufacturing, administration, customer service, logistics, finance, human resources, IT support, marketing, research and development, and legal.
The sales department is responsible for selling products and services, taking orders, negotiating prices, and keeping customers informed of new offerings. The purchasing department finds suppliers and ensures the business has what it needs to operate. The manufacturing department physically makes products. Administration keeps the business organized while customer service handles customer issues and feedback. Logistics oversees operations and ensures efficiency. Finance manages money, taxes, and financial reporting. Human resources handles personnel. IT support maintains technology. Marketing communicates with customers. Research
The document provides steps for self-assessment, goal setting, and development. It first recommends assessing priorities, strengths, weaknesses, obstacles, and available resources. It then advises setting goals that are specific, measurable, achievable, realistic, and time-bound. The next step is to plan to learn and develop through experience, exposure, and education. The process concludes with evaluating progress and following up.
The document outlines the steps in a planned training process to modify attitudes, knowledge, and skills to achieve effective job performance. It discusses identifying training needs, designing the training content and objectives, selecting approaches and methods, developing training plans and materials, implementing and managing the training, and evaluating the results. The training needs assessment identifies why training is needed, who needs it, and the specific topics. The design phase involves developing the program, content, and activities. Preparation covers logistics, organization, and administration. Conduct focuses on delivering the content, managing the process, and providing support. Follow-up activities are also part of the process.
This document discusses the essentials of business intelligence (BI). It describes key drivers of BI including understanding customer segments, lifetime customer value, and fraud detection. It also outlines the process of intelligence creation including identifying BI projects, estimating costs and benefits. Finally, it discusses major components of BI systems like data warehousing, business analytics, data mining, and business performance management.
Key ares of the business- Success components of a businessPremasiri Gamage
The document discusses the four major functions of a business: production/operations, marketing, finance, and human resources. It provides details on the key activities and responsibilities of each function. Production/operations is responsible for converting raw materials into finished goods. Marketing focuses on identifying customer needs, conducting research, and promoting products. Finance manages financial reporting and ensures compliance. Human resources handles workforce planning, recruitment, training, and employee well-being. The functions work together cross-functionally to manage a business effectively.
This document outlines 20 key performance indicators for measuring existing small and medium enterprises. It includes metrics related to assets, turnover, production, capital, employees, quality improvement, record keeping, use of business support services, marketing, and business registration. The indicators provide a baseline, end target, and rate of increment for tracking improvements in small business performance over time.
Business planning contents- Main components of a Business PlanPremasiri Gamage
This document contains an outline for a business plan covering various sections such as the executive summary, business overview, organizational structure, marketing plan, production plan, and financial plan. Each section includes subsections that provide details on topics like the company's vision, goals, strategies, management, products, production process, costs, budgets, financial statements, and assumptions. The plan aims to comprehensively describe all aspects of starting and operating the business.
Business Planning for Success - 5 Essential StepsWalter Adamson
Five Essential Steps. There are five stages necessary to achieve success in business planning: 1. ABCD Planning, 2. Mission, Objectives, Strategy & Action, 3. The Balance of Loose and Tight, 4. Monitoring Key Projects, 5. Organisational Alignment.
Subtitle: Enhancing alignment and value for IT investments.
The document outlines the product development process and types of products. The product development process consists of 6 phases: planning, concept development, system-level design, design detail, testing and refinement, and production ramp-up. These phases involve specifying market needs, generating and selecting concepts, designing subsystems and components, creating drawings and specifications, building and testing prototypes, and ramping up full-scale production. The document also lists 8 types of products including generic, technology push, platform, process incentive, customized, high risk, quick build, and complex systems.
This document describes a bus ticketing management system created by students. The system manages bus ticket details like routes, timings, and fares to address problems in local bus systems. It has modules for login, route management, and ticketing. The system was created using Visual Basic and an incremental development model. It aims to help transportation agencies and tourism by automating ticket booking and records. Future work may include online reservations and adding new routes.
The document provides guidance on writing an effective Business Requirements Document (BRD). It explains that a BRD summarizes business reasons for a project, problems to be solved, and constraints. It is used to communicate requirements to technology providers. The document stresses repeating requirements from different angles for each section and ensuring requirements are unitary, complete, consistent, non-conjunctive, and verifiable. It provides examples of sections to include like scope, stakeholders, objectives, resources, constraints, and specific functional and non-functional requirements.
This document discusses retailing and the retail sector in India. It defines retailing and provides characteristics of retailing businesses. It outlines the importance and functions of retailing, as well as the main activities involved. The document then discusses the evolution of retailing in India from traditional formats like markets to more modern formats. It analyzes drivers of change in the Indian retail sector and challenges to retail development. Finally, it compares the Indian retail scenario to global retailing.
The document defines line as an element of art that is used to define shapes, contours, and outlines. It also suggests mass and volume. There are different types of lines including gesture lines, contour lines, sketch lines, calligraphic lines, and implied lines. Lines have characteristics such as width, length, direction, focus, and feeling. Horizontal lines suggest rest, vertical lines suggest loftiness, and diagonal lines imply movement. Combinations of horizontal and vertical lines communicate stability.
The document provides an overview of franchising, including what a franchise is, examples of franchises, factors for success or failure, and revenue streams. It discusses that a franchise involves a franchisor granting a license to a franchisee to use their business model and brand name. Successful franchises view it as a long-term partnership, provide comprehensive training, undertake research and development, and tie franchisor income to franchisee success. Now may be a good time to franchise as people seek new opportunities and franchises generally have higher success rates than independent businesses.
This document provides an overview of intellectual property (IP) including the types of IP (patents, trademarks, copyright), governing bodies and laws, and key concepts around IP rights.
1. It discusses the World Intellectual Property Organization (WIPO) which promotes IP protection worldwide and is headquartered in Geneva, Switzerland.
2. The major types of IP are outlined as functional/technical inventions protected by patents, artistic works protected by copyright, and symbols/logos protected by trademarks.
3. The rights provided by patents, copyright, and trademarks are territorial in nature and regulated by country-specific laws, though international treaties allow cross-border cooperation on IP issues.
The document discusses the process of new product development, which includes market research, concept testing, prototype development, market testing, and product launch. It emphasizes the importance of market research to understand customer needs and identify opportunities. The development process then progresses through building prototypes, testing concepts with customers, and launching the new product in the market.
The document provides tips and strategies for goal setting, emotional intelligence, customer service, leadership, and personal growth. It discusses setting SMART goals with action, level, and deadline. It emphasizes listening to customers, apologizing, solving problems, and thanking them. It also discusses nurturing individual and collective identities through recognition and team building. Leaders are advised to reflect on their values and impact on company culture. Transformational leadership focuses on relationship building through mentoring. The document stresses the importance of aligning personal values with an organization for high job satisfaction. It identifies common fears that can hinder personal growth like fear of commitment, ridicule, failure, and unknown.
Breaking Bad at Work...Managing People with Love and LogicDon Johnson
Trends and research all tell us to start managing people smarter. Times have changed tremendously from the industrial age. Make sure your organization and leaders stay transparent and build trust for the best return from your #1 asset.
The document discusses the qualities of good leadership. It identifies the "5 C's" that make a good leader: communication, confidence, commitment, creativity, and giving credit where credit is due. Effective leaders communicate clearly with their team, have confidence in their own decisions to inspire the team, are committed to goals and the team, spark creativity among team members, and praise employees for their successes. Overall, good leaders connect with their team on a personal level to empower them and drive productivity.
This document summarizes the services provided by Tavistock Consulting, which include organizational consultancy, executive coaching, leadership development, and helping clients with effective leadership, high-performing teams, mergers and integrations, and issues that arise when work goes wrong. The consulting firm works with clients using an experiential approach and focuses on addressing the emotional dimensions of organizational life to facilitate change and increase flexibility.
Building a Human Resources Program for VeterinariansOculus Insights
Dr Mike Pownall and Katie Ardeline presented a full day session during the Oculus Insights 2017 EU Summits in Amsterdam on creating a Human Resource Program for any type of veterinary practice.
Managing People with Love and Logic. Using Trust and transparency to engage a workforce. How to motivate using love and logic. How to develop an organization to be more productive with a workforce that has higher morale and trust in leadership.
Supervisory training for Housekeeping Supervisors nilesh p
This document provides an overview of a training session for supervisors. It begins with some rules for the training, including being on time and focused. An icebreaker game is described where groups find 3 uncommon things they have in common. Various topics are then covered, including self-improvement, responsibilities of supervisors, effective communication, leadership qualities, teamwork, dealing with complaints, and creating a positive work environment. Diagrams and quotes are provided to illustrate key points. Activities like roleplays are used to help trainees practice skills like handling complaints. The training emphasizes developing the right attitude and emphasizes qualities like empathy, vision, and communication skills in supervisors.
This document discusses four different leadership styles - Red, Blue, Yellow, and Green Energy - and how each style prefers to lead themselves, others, teams, and organizations. Red Energy focuses on being competitive and goal-oriented. Blue Energy emphasizes being precise, deliberate, and analytical. Yellow Energy likes generating new ideas and keeping things enthusiastic and optimistic. Green Energy values honesty, caring, and supporting others. The document suggests understanding one's preferred style and how to flex to different styles depending on the situation. More information is available from the contact provided.
Strengths in Teams - UACPA 2016 Leadership AcademyDan Griffiths
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The document discusses key topics related to leadership, including:
1) The difference between leading and managing, with leading focusing more on motivating teams and managing focusing more on tasks and outcomes.
2) The importance of leading yourself well by asking for help, protecting your own well-being, and knowing your limits.
3) The eight key strengths that build trust in leadership: clarity, compassion, character, contribution, competency, connection, commitment, and consistency.
4) When to apply management versus leadership, with management used more for crises and processes, and leadership when teams are already performing well.
The document provides an agenda for a management training session. It includes icebreakers, ground rules, management fundamentals like 1-on-1 meetings and delegation, a case study, tools for understanding employee behaviors and team dynamics, and guidance for managing both people and their jobs. The session aims to help managers maximize their effectiveness, align their teams, and identify strengths.
This document discusses effective vs ineffective coaching practices and their results. An emotional response such as anger or blame leads to unhealthy results like negativity and focusing on imperfections. A strategic response involves being reflective, asking for causes and solutions, revising strategies, setting goals, inspiring confidence, and communicating progress, which leads to healthy results. It also discusses self-esteem variables and how factors like upbringing, education, relationships, and success impact self-esteem.
This document discusses employee engagement and leadership. It begins by outlining the objectives of assessing motivation, employee engagement, motivation theories, emotional intelligence, and personal development planning. It then discusses what employee engagement means for individuals, teams, and organizations. Several theories of motivation are examined, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's three needs. Characteristics of engaged and unengaged employees are compared. The document stresses that consistent strategies, leadership, communication, motivation, involvement, and effort are needed to create an engaged organization. Key areas that impact engagement are identified as job factors, leadership, culture, training, and feeling valued. Traits of engaging leadership and motivated employees are
More and more CEOS are retaining executive coaches. Unfortunately, there are still too many who do not. My proven approach to coaching CEOS is described in this PDF presentation.
The document discusses finding and using one's voice to inspire and lead others. It begins by outlining the pain of people feeling unfulfilled at work, and proposes the solution is transcending negative mindsets like ego and competitiveness. It then discusses discovering one's voice through gifts like free will and different types of intelligence. Expressing one's voice involves developing energy into vision, discipline, passion and conscience. The leadership challenge is enabling people to realize their potential by contributing their talents and passion. Leaders must model the four intelligences and empower others while holding them accountable. The document emphasizes the importance of trustworthiness, communication, and blending voices to find third alternatives. It discusses pathfinding a shared vision and executing through alignment,
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This document provides an agenda and materials for a workshop on managing people. The agenda includes discussions of management fundamentals, a case study, assessing jobs and teams' behavioral patterns, setting job targets, and a software demonstration. The document seeks to help managers maximize their effectiveness with individuals and teams by aligning strengths and job requirements.
This document contains an organizational culture survey developed by Vicki Whiting, Ph.D. The survey is divided into multiple sections that assess different aspects of organizational culture, such as strategic direction, organizational alignment, employee engagement, and organizational agility. Each section contains several statements that employees are asked to respond to in order to evaluate perceptions in that particular area. The full survey is intended to provide insights into an organization's current culture across key dimensions.
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5. 6 Factors For Business Growth
Organizations tend to function more productively if there is an internal
congruence or alignment about what they are doing.
7. Mission
• A Mission indicates what an organizations purpose is.
• Mission also relates to the organizations concept of who
else is affected by its actions.
• It is sometimes referred to as the soul or heart of the
organization.
8. Identity
• Identity relates to sense of self, who are you
as an organization?
• Branding
Explorer Defender Thrill-Seeker
Achiever Traditionalist Nurturer
Connector Artist Philosopher
Dreamer Motivator Ruler
Maverick Everyman Innocent
Entertainer Villain Intellectual
Sensualist Servant
• Archetypal based
9. Values and Beliefs
• Values are those things that are important to
us, or they can be what we want, or look for,
in a particular context.
• External (clients)
• Internal (employees)
• Beliefs are convictions we hold true, and these shape our behaviors.
• Mindset
• Fixed – skills, talent, traits and intelligence are fixed.
• Growth - skills, talent, traits and intelligence can be developed.
10. Capabilities
• Capabilities relate to how things get done, including the skills,
abilities, and qualities organizations require.
• These requirements need to be compared to the capabilities of the
individuals within the organization vs the function of the position.
• Tools
• Training
• Coaching
• Mentoring
11. Behaviors
• This is what individuals and organizations actually do.
• Routines
• Habits
• Behaviors can usually be seen or heard and are tangible.
• Combine behaviors and capabilities under the umbrella of
“competencies.”
12. Environment
• This relates to where something takes place, such as how the work
environment looks and feels.
• People
• Places
• Things
• It can also be linked to when something takes place.
13. • The higher levels have a greater influence and power than the lower
levels.
• Changing your sense of identity will typically have a greater impact
than changing the color of the office.
• It is easier to change the lower levels. Changing the way you greet
people (behavior) is probably easier than changing what you
believe.
14. • Many resources go to waste in attempting to improve revenue with
no results.
• Proper company alignment can substantially drive revenue growth.
• When you set your business goals to align with the Neurological
Levels you will create a powerful recipe for success.
15. To find out more, or to determine if your business (or organization) is in
alignment, please contact me.
I can be reached at coach@warriormindcoach.com
My LinkedIn profile:
http://greggswanson.com