8 habits of execution
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The document discusses key aspects of effective execution including defining execution, prerequisites like knowing your business and having the right people, the cycle of execution involving planning, metrics, and reviews, and ensuring good execution even during difficult times. It notes that business knowledge is key to good execution and leaders must stay learning from their team. Reviews bridge plans and reality, and integrity and compliance are important for results.
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This document discusses management concepts and their relation to Indian ethos. It defines management in traditional and modern terms, and outlines the key functions of management according to various management thinkers. These include planning, organizing, staffing, directing, coordinating, reporting and budgeting. It also describes the three levels of management - top, middle, and lower - and their main roles and responsibilities. Finally, it notes that managers require certain skills to perform their roles, including the ability to bifurcate rolls and duties.
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Management involves planning objectives, organizing business activities and responsibilities, controlling all activities, and leading employees. Key management tasks include determining objectives through planning, organizing how activities will be carried out and assigning responsibilities, regulating all activities through control, and directing, guiding, supervising and motivating employees.
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Managers perform four key functions: planning, organizing, leading, and controlling. They also take on three main roles: interpersonal, informational, and decisional. To be effective, managers must have strong human, technical, and conceptual skills. The document outlines the specific responsibilities within each function and role, and the types of skills managers need, such as communicating, motivating employees, and understanding technical aspects of the job. Managers oversee resources including human, financial, physical, and information. They are classified into three levels - top managers who develop long-term strategies, middle managers who implement plans, and first-line managers who oversee employees.
ITFT - PRINCIPLE OF MANAGEMENT
Management involves organizing and directing human efforts to utilize resources for human benefit. It is goal-oriented, universal, continuous, both an art and a science, and intangible. The main functions of management include production, marketing, financial, and personnel management. Production management involves product design, facilities planning, and quality control. Marketing management includes market research, product development, pricing, distribution, and promotion. Financial management comprises fundraising, allocation of funds, and profitability. Personnel management consists of recruitment, training, compensation, and employee welfare. Management by objectives defines goals for management and employees to agree on and work towards.
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The document outlines the four main management skills: 1) Planning which involves setting goals and targets for the future, 2) Organizing which is allocating duties and resources to ensure plans happen as planned, 3) Leading by giving direction and guidance to encourage team members, and 4) Control which checks that plans are followed and makes corrections if needed.
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Direction is a management function performed by top-level officers to influence subordinates' actions. It involves issuing instructions using various techniques like consultation, autonomy, or an autocratic approach. Effective direction follows principles such as having a unified command structure, maximizing individual contributions, providing feedback, and ensuring objectives are in harmony. Managers direct by issuing clear, reasonable orders that motivate compliance and help achieve organizational goals.
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1.1 Meaning of organization ,management, and
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Ppt contain topics like Introduction,Definition,Concept,Effectiveness Vs Efficiency,Objectives of management and last is Levels of Management and it's Function.
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A manager is responsible for planning, directing work, monitoring work, and taking corrective action. They play interpersonal, informational, decisional, and figurehead roles. The key functions of a manager include planning, organizing, staffing, directing, and controlling. Planning involves determining objectives and future actions. Organizing arranges resources to achieve objectives. Staffing involves recruiting, selecting, training, and compensating employees. Directing includes guiding, supervising, leading, motivating, and communicating with subordinates. Controlling ensures activities are on track to meet goals by setting standards, measuring performance, and taking corrective action. Managers are responsible for accomplishing objectives, maintaining staff, ensuring a safe work environment, developing growth
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The document discusses the changing role of project managers to meet the needs of new business environments. Project managers must acquire both "hard" technical skills as well as "soft" interpersonal skills. They need to be customer-focused, empowered, and operate independently. The new project manager is results-oriented, politically savvy, and able to cope with challenges. Overall, project managers must adapt to focus on customers and changes in business.
Management January 2013
This document provides an overview of effective management strategies and skills. It discusses key roles and behaviors of managers, including encouraging employees and recognizing their work. Other sections address good management practices, consequences of poor management, helping first-line managers, decision-making, different types of capital, and high-performance work. Additional topics include organizational health, globalization, competence classes, change management, performance reviews, trust, communication, big data, and psychological factors in the workplace. The document concludes with sections on psychological flexibility, improving communication, organizational excellence, employment, behavior, supervision skills, and a case for developing supervisory skills.
Achieving commitment
The document discusses building commitment through deliberate processes. It emphasizes that commitment requires participation through time and energy to execute plans in parallel. Building resilience to change and creating a clear and appealing future are also key to maintaining focus on goals and building commitment.
Efin cfo services_june10
This document discusses the role of a Chief Financial Officer (CFO) and how smaller and medium enterprises can benefit from outsourcing CFO services. It outlines that a CFO plays key roles in operations, strategy/planning, and acting as a catalyst. While important, attracting qualified CFOs is challenging for SMEs due to limited growth and budget. Outsourcing CFO services allows SMEs to access experienced professionals to fulfill strategic and catalytic duties at a fractional cost compared to hiring full-time. The company providing these services, eFIN, has an experienced team that takes a comprehensive approach focused on operations, strategy, and catalyst roles.
Supervisory
Supervisory skills are important for managers at all levels of an organization. Effective supervisors must have strong technical, human relations, conceptual, decision-making, and knowledge skills. They are responsible for tasks like motivating employees, providing feedback, resolving performance issues, and ensuring goals are aligned with work requirements. The role of supervisors is evolving from disciplinarian to trainer, advisor, and coach.
Chapter 1
This chapter introduces key concepts in management including:
- Organizations are social systems that allow people to achieve collective goals through coordinated activities. Managers play important roles in planning, organizing, leading, and controlling organizational activities.
- Managers derive their authority from their position in the organizational hierarchy and are responsible for setting objectives, allocating resources, and ensuring performance is monitored.
- Management functions include planning future activities, organizing work, leading and motivating employees, and controlling performance. Effective management is needed to coordinate work and resolve conflicts that arise.
- Managers exercise different types of power derived from their position, expertise, or relationships. Leadership styles range from transactional to transformational. Managing change requires
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8 habits of execution
- 1. B. Maran
- 2. • Execution is defined as “The ability to convert intentions and plan into successful action in a productive, profitable and repeatable manner”
- 3. • Prerequisites of Execution 1. Know your business 2. Have the right people on the bus 3. Spend time wisely • Cycle of execution 4. Plan for Execution 5. Keep your eyes on the right metrics 6. Conduct Effective reviews and follow through • Execution plus 7. Ensure good governance 8. Learn to execute even in times of crisis
- 5. • Business know-how is the foundation of good execution • The dilemma between business and domain knowledge • External vs. Internal Orientation • How business leaders should stay at the top of the learning curve • How business leaders can learn from the team
- 6. • Having the right people can make or mar execution • Assessing people for execution capability • Supporting people to succeed • Taking hard decisions when required
- 7. • Time is all that a leader has • Under delegation and over delegation trap • The travails of technology and modern day multi tasking • Basic work discipline- getting the best out of everyday
- 9. • Planning is where it all begins • The art of making an annual plan • Understanding the plans, strategies – action plan • Making plans that are realistic • Transparency in planning – bankable and stretch plans • Planning under difficult circumstances • Revisiting plans • Encouraging risk taking
- 10. • What you measure, you manage • The dilemma between outcomes and efforts • Having the MIS ( Management Information System) you need • Financial statements that business leaders should pay attention to
- 11. • Reviews are the bridge between dreams and reality • Deciding who should be involved in the reviews • Frequency of reviews • Understanding RACI • Content vs. process • Meeting’s discipline
- 13. • Ends cannot justify means • Learning to face the board • Securing the result, keeping the result in mind • Integrity in execution • Matters of compliance that Indian business leaders should know
- 14. • The going gets tough quite often • Leadership style in war time efforts • What matters most in times of crisis • Communication in times of crisis