The document provides an overview of the history and evolution of management theories and practices. It discusses classical perspectives like scientific management and Taylorism. It then covers the behavioral school and human relations movement. Other topics covered include the management science school, systems theory, total quality management, the learning organization, and leadership versus management. It also discusses change management theories like Lewin's three-step model. Finally, it briefly touches on strategic planning, competitive advantage, the resource-based view, and the knowledge-based view.
The document discusses various learning theories that are relevant for nursing education and practice. It covers behavioral, cognitive, and adult learning theories. The key theories discussed include operant conditioning, social learning theory, cognitive development theories from Piaget and Gagne, and Knowles' adult learning theory of andragogy. The theories explore how learning occurs through the interaction of person, behavior, and environment. The document emphasizes that understanding learning theories can help nurses effectively develop teaching strategies.
http://rational-tools.info
Ad hoc planning and operational management. The module of the visualization of the ClearQuest tasks hierarchy as Gantt diagram.
The module is made in the form of Plug-in for IBM Rational ClearQuest 7.0 and upper. This module is intended for every person who uses IBM Rational ClearQuest and is short of project management capabilities. The module does not substitute for existing project management tools but adds the operational sections into IBM Rational. For the most experienced users the functions of this module will be absolutely enough for ad hoc planning and operational management of their projects. The module has no analogues in the world!
CM-Consult GanttChart is featured in the IBM Global Solutions Directory ID 41151
The new version 1.3 of GanttChart for ClearQuest is available!
MB0038 – Management Process and Organization Behaviorswejs
This document discusses managerial roles and skills. It begins by defining key terms like organization, managers, and managerial roles. It then outlines Mintzberg's three categories of managerial roles: informational, decisional, and interpersonal. Within each category are sub-roles that managers fulfill, such as monitor, spokesperson, entrepreneur, and liaison. Next, it discusses three essential management skills according to Katz: technical, human, and conceptual skills. The document then provides tips for improving management skills and discusses methods for shaping employee behavior, including positive reinforcement, negative reinforcement, punishment, and extinction. Factors that influence perception are also outlined, such as characteristics of the perceiver, target, and situational context.
Improve Your Business Operations and Project Success with Gordon TredgoldQuickBase, Inc.
Learn why we often fail at project success and get the necessary tips you can implement right away to improve your business's operations and project success from Inc. 100 Magazine Leadership Expert, Gordon Tredgold.
In this webinar you'll learn:
- How to mitigate failure for your projects
- How you can be more effective and efficient to deliver project success
- How to use data to be more transparent
Come learn why Gordon Tredgold has been called upon by companies such as CSC Consulting, Barclays Bank and Britannia Airways for his simple approach to improving business operations through improved Focus, Accountability, Simplicity and Transparency.
Register for the OnDemand Recording and free assets: http://bit.ly/Zuak7u
About the host:
Gordon is CEO and Founder of Leadership Principles LLC. Formerly Head of Service Delivery at Germany-based manufacturing company, Henkel, Gordon has 20 years of experience and is a specialist in transformational change, program delivery, operational performance, leadership development and technology implementation. Gordon is a welcomed guest speaker for many notable corporations and organizations such as Accenture and CeBIT and was just named the #1 Leadership Expert to Follow on Twitter.
The document provides information about an interior renovation project for Greystone Servicing Corp. located in Rockville, Maryland. It details the project scope, estimated budget of $328,400, schedule, list of subcontractors, submittal process, and daily reporting. Project manager Patrick Renzi and superintendent Gordon MacDonald will oversee the 10 week project involving mechanical, electrical, drywall, flooring, and other interior work.
Energy Management by Food&Beverage IndustryAvanceon
Nestle Pakistan undertook several energy saving projects at its factories in collaboration with Avanceon. These included iWater and iBoiler projects at the Nestle Sheikhupura and Kabirwala factories. The projects optimized systems like water, steam and boiler operations and achieved significant energy and cost savings annually within 2-3 year payback periods. Future projects aim to further analyze energy usage and balance utilities to find more savings opportunities across Nestle Pakistan factories.
The document summarizes Rip Curl's boards shorts product development process and logistics operations. It discusses Rip Curl's 5 phase boards short product development process of planning, concept design, detail design, testing & market review, and production ramp-up. It also outlines some of Rip Curl's logistics challenges around inbound and outbound shipping, warehouse layout, inventory management systems, internal logistics, and order fulfillment processes.
The document discusses various learning theories that are relevant for nursing education and practice. It covers behavioral, cognitive, and adult learning theories. The key theories discussed include operant conditioning, social learning theory, cognitive development theories from Piaget and Gagne, and Knowles' adult learning theory of andragogy. The theories explore how learning occurs through the interaction of person, behavior, and environment. The document emphasizes that understanding learning theories can help nurses effectively develop teaching strategies.
http://rational-tools.info
Ad hoc planning and operational management. The module of the visualization of the ClearQuest tasks hierarchy as Gantt diagram.
The module is made in the form of Plug-in for IBM Rational ClearQuest 7.0 and upper. This module is intended for every person who uses IBM Rational ClearQuest and is short of project management capabilities. The module does not substitute for existing project management tools but adds the operational sections into IBM Rational. For the most experienced users the functions of this module will be absolutely enough for ad hoc planning and operational management of their projects. The module has no analogues in the world!
CM-Consult GanttChart is featured in the IBM Global Solutions Directory ID 41151
The new version 1.3 of GanttChart for ClearQuest is available!
MB0038 – Management Process and Organization Behaviorswejs
This document discusses managerial roles and skills. It begins by defining key terms like organization, managers, and managerial roles. It then outlines Mintzberg's three categories of managerial roles: informational, decisional, and interpersonal. Within each category are sub-roles that managers fulfill, such as monitor, spokesperson, entrepreneur, and liaison. Next, it discusses three essential management skills according to Katz: technical, human, and conceptual skills. The document then provides tips for improving management skills and discusses methods for shaping employee behavior, including positive reinforcement, negative reinforcement, punishment, and extinction. Factors that influence perception are also outlined, such as characteristics of the perceiver, target, and situational context.
Improve Your Business Operations and Project Success with Gordon TredgoldQuickBase, Inc.
Learn why we often fail at project success and get the necessary tips you can implement right away to improve your business's operations and project success from Inc. 100 Magazine Leadership Expert, Gordon Tredgold.
In this webinar you'll learn:
- How to mitigate failure for your projects
- How you can be more effective and efficient to deliver project success
- How to use data to be more transparent
Come learn why Gordon Tredgold has been called upon by companies such as CSC Consulting, Barclays Bank and Britannia Airways for his simple approach to improving business operations through improved Focus, Accountability, Simplicity and Transparency.
Register for the OnDemand Recording and free assets: http://bit.ly/Zuak7u
About the host:
Gordon is CEO and Founder of Leadership Principles LLC. Formerly Head of Service Delivery at Germany-based manufacturing company, Henkel, Gordon has 20 years of experience and is a specialist in transformational change, program delivery, operational performance, leadership development and technology implementation. Gordon is a welcomed guest speaker for many notable corporations and organizations such as Accenture and CeBIT and was just named the #1 Leadership Expert to Follow on Twitter.
The document provides information about an interior renovation project for Greystone Servicing Corp. located in Rockville, Maryland. It details the project scope, estimated budget of $328,400, schedule, list of subcontractors, submittal process, and daily reporting. Project manager Patrick Renzi and superintendent Gordon MacDonald will oversee the 10 week project involving mechanical, electrical, drywall, flooring, and other interior work.
Energy Management by Food&Beverage IndustryAvanceon
Nestle Pakistan undertook several energy saving projects at its factories in collaboration with Avanceon. These included iWater and iBoiler projects at the Nestle Sheikhupura and Kabirwala factories. The projects optimized systems like water, steam and boiler operations and achieved significant energy and cost savings annually within 2-3 year payback periods. Future projects aim to further analyze energy usage and balance utilities to find more savings opportunities across Nestle Pakistan factories.
The document summarizes Rip Curl's boards shorts product development process and logistics operations. It discusses Rip Curl's 5 phase boards short product development process of planning, concept design, detail design, testing & market review, and production ramp-up. It also outlines some of Rip Curl's logistics challenges around inbound and outbound shipping, warehouse layout, inventory management systems, internal logistics, and order fulfillment processes.
Mark Wenclawiak of All4 Inc. presents "Boiler MACT and Strategic Air Permitting" at the A&WMA Southern Section annual meeting. This presentation provides insight into the boiler MACT, NSR reform rules, and how operation can be optimized to reduce operating and compliance costs. The presentation also includes a case study on a pulp mill.
The document summarizes measurements taken to calculate the efficiency of three different gas boilers. It outlines the input data collected, including natural gas characteristics, flue gas composition, flow rates, and temperatures. It then describes how different boiler types work and the equipment used to evaluate parameters like efficiency. The results and conclusions discuss the operational characteristics and importance of condensing boiler technology.
A boiler is a closed vessel that transfers heat from fuel combustion to water, converting it into steam for power generation, industrial processes, and heating. Boilers are classified based on their heat source, circulation method, orientation, and whether they are stationary or mobile. A boiler is a mechatronics system that uses sensors to monitor heat, water level, and pressure, sending signals to a control unit consisting of a microcontroller and other components that regulate the system without human interference through actuators like water valves.
MSEB was set up in 1960 to generate, transmit and distribute power to all consumers in
Maharashtra excluding Mumbai. MSEB was the largest SEB in the country. The generation
capacity of MSEB has grown from 760 MW in 1960-61 to 9771 MW in 2001-02. The customer
base has grown from 1,07,833 in 1960-61 to 1,40,09,089 in 2001-02.
C.S.T.P.S in contribution much in field of production of electricity. It is not only number
one thermal power station in Asia but also has occupied specific position on the international
map.
The first set was commission on August 1983 & was dedicated to nation by then PM
(late) Mrs. Indira Gandhi & second set commission on July 1984. The third & fourth units of
CSTPS under stage 2 were commissioned on the 3rd May 1985 & 8th March 1986 respectively.
The units 5 & 6 were commissioned on the 22nd March 1991 & 11th March 1992 respectively one
more units of 500MW was added to the CSTPS on making its generation to 2340 MW &
making “C.S.T.P.S.” as the giant in Power Generation of CSTPS.
Microsoft Project 2003 is a project management software that can help track project details, visualize project plans, schedule tasks and resources, and communicate with project stakeholders. It has different editions for individual, team and enterprise use. The document provides step-by-step instructions on how to create a sample project plan in Project 2003, including setting start dates, defining work times, entering tasks and durations, adding milestones, linking task dependencies, and scheduling tasks. The completed project plan shows the tasks organized and linked in a Gantt chart view.
This document discusses scheduling concepts and methods. It provides examples of workforce scheduling using different priority rules to allocate employees over time. It also discusses operations scheduling and different types of manufacturing processes like job shops and flow shops. Priority sequencing rules like earliest due date, shortest processing time and critical ratio are explained and compared using examples.
The document describes the scope of work required to repair and re-establish a condemned boiler. It includes dismantling and analyzing the boiler and accessories to identify defects. The economizer and other parts showed corrosion and damage and needed replacement. Pressure testing of ducts and pipelines was also performed after repairs. The overall work aimed to refurbish the boiler so it could safely generate steam again for industrial processes.
A review on Production Planning and Control - Definitions of production, production planning, production control, production management, steps involved in production planning, steps involved in production control
The operations plan section of a business plan demonstrates the operational aspects of transforming business inputs into outputs. It includes process planning, operations layout, production planning, material planning, machine planning, manpower planning, overhead requirements, location selection, business hours, licensing needs, and an operations budget. An effective operations plan ensures the business can efficiently produce products or services as planned.
The document discusses Microsoft Project 2003 and how it can be used to manage projects. It provides an overview of the different versions of Project 2003 and describes how to start a new project plan in Project 2003. It also explains how to create tasks, durations, milestones, dependencies between tasks, and a Gantt chart in a project plan.
Blue Mountain Soft Drinks operates in the mature stage of the product lifecycle. It focuses on maintaining market position through defensive strategies like competitive pricing and continuous cost improvements. The company uses a multi-domestic strategy with local responsiveness and low costs. Key activities include mass production of a limited variety of soft drinks and matching local costs for ingredients and labor.
The document discusses various planning tools and techniques used by managers. It describes approaches to assess the environment like competitor intelligence and forecasting. It also outlines techniques for allocating resources such as the different types of budgets, Gantt charts, PERT analysis, breakeven analysis, and linear programming. Additionally, it discusses contemporary planning techniques including project management, flexibility in planning, and scenario planning.
The document provides an overview of operations at retail industry in India. It discusses [1] the growing organized retail sector in India compared to the largely unorganized traditional retail sector, [2] the various formats of retail operations including trends in urban and rural retail markets, and [3] some of the key challenges in retail operations related to location and merchandise selection. The objective of the project report is to examine current supply chain and operations management practices in the retail industry.
Ntpc (national thermal power corporation) sipat mechanical vocational trainin...haxxo24
This document is a vocational training report submitted by Ritesh Patnaik after completing a 30-day training at the National Thermal Power Corporation plant in Sipat, Chhattisgarh, India. The report provides an overview of the key components and systems at the NTPC Sipat Super Thermal Power Project, including the steam turbine, generator, condenser, boiler, cooling towers, and pollution control devices. It also describes the basic Rankine cycle that is used to convert heat into electrical power at thermal power plants.
Pmi - Project Management Professional (Pmp) Certification Study Guiderobsonnasc
The document provides an overview of project scope management processes based on the Project Management Body of Knowledge (PMBOK). It discusses the initiation process which recognizes when a new project exists and produces a project charter. It also covers scope planning which develops a written scope statement as the basis for future decisions, using tools like product analysis, cost/benefit analysis, and alternatives identification. The key outputs are a project charter from initiation and a scope statement from scope planning.
GANTT charts are a type of bar chart used to illustrate project schedules. They show the start and end dates of tasks, their duration, and dependencies between tasks. To construct a GANTT chart, critical tasks are scheduled first followed by non-critical tasks within their time windows. Staff and resources are then allocated to tasks based on availability. The chart can be re-scheduled if needed due to changes in staffing or equipment availability. Project management software helps automate GANTT chart creation and resource smoothing but decisions still require human judgment.
The document discusses planning and managing projects in Microsoft Project 2010. It covers project management terminology and the five process groups of initiating, planning, executing, controlling, and closing a project. It also explains how to use various views and functions in Project 2010, including entering tasks, setting timescales, and printing projects.
The document outlines the key project management processes. It discusses the six phases of a project - initiation, planning, implementation, monitoring, adaptation and closure. It then describes the nine core management processes which include scope, schedule, budget, quality, team, stakeholder, information, risk and contract management. Each process involves planning, execution, monitoring and control activities to ensure successful project delivery.
The document summarizes Douglas McGregor's Theory X and Theory Y about human motivation in organizations. Theory X assumes that people dislike work and must be closely controlled, while Theory Y assumes that people can exercise self-direction to achieve goals. The document then discusses how Theory X leads to "hard management" styles using coercion, while Theory Y leads to "soft management" that assists employees. It also connects Theory Y to Maslow's hierarchy of needs and discusses how effective management styles under Theory Y include decentralization, delegation, and participative decision-making.
The document outlines the key theories and approaches in the development of management, including:
- Scientific management pioneered by Taylor focused on efficiency and incentives.
- General administrative theorists like Fayol and Weber developed principles of bureaucracy and management.
- Quantitative, systems, and contingency approaches analyzed organizations scientifically.
- Current issues include globalization, ethics, diversity, e-business, and knowledge/quality management.
Mark Wenclawiak of All4 Inc. presents "Boiler MACT and Strategic Air Permitting" at the A&WMA Southern Section annual meeting. This presentation provides insight into the boiler MACT, NSR reform rules, and how operation can be optimized to reduce operating and compliance costs. The presentation also includes a case study on a pulp mill.
The document summarizes measurements taken to calculate the efficiency of three different gas boilers. It outlines the input data collected, including natural gas characteristics, flue gas composition, flow rates, and temperatures. It then describes how different boiler types work and the equipment used to evaluate parameters like efficiency. The results and conclusions discuss the operational characteristics and importance of condensing boiler technology.
A boiler is a closed vessel that transfers heat from fuel combustion to water, converting it into steam for power generation, industrial processes, and heating. Boilers are classified based on their heat source, circulation method, orientation, and whether they are stationary or mobile. A boiler is a mechatronics system that uses sensors to monitor heat, water level, and pressure, sending signals to a control unit consisting of a microcontroller and other components that regulate the system without human interference through actuators like water valves.
MSEB was set up in 1960 to generate, transmit and distribute power to all consumers in
Maharashtra excluding Mumbai. MSEB was the largest SEB in the country. The generation
capacity of MSEB has grown from 760 MW in 1960-61 to 9771 MW in 2001-02. The customer
base has grown from 1,07,833 in 1960-61 to 1,40,09,089 in 2001-02.
C.S.T.P.S in contribution much in field of production of electricity. It is not only number
one thermal power station in Asia but also has occupied specific position on the international
map.
The first set was commission on August 1983 & was dedicated to nation by then PM
(late) Mrs. Indira Gandhi & second set commission on July 1984. The third & fourth units of
CSTPS under stage 2 were commissioned on the 3rd May 1985 & 8th March 1986 respectively.
The units 5 & 6 were commissioned on the 22nd March 1991 & 11th March 1992 respectively one
more units of 500MW was added to the CSTPS on making its generation to 2340 MW &
making “C.S.T.P.S.” as the giant in Power Generation of CSTPS.
Microsoft Project 2003 is a project management software that can help track project details, visualize project plans, schedule tasks and resources, and communicate with project stakeholders. It has different editions for individual, team and enterprise use. The document provides step-by-step instructions on how to create a sample project plan in Project 2003, including setting start dates, defining work times, entering tasks and durations, adding milestones, linking task dependencies, and scheduling tasks. The completed project plan shows the tasks organized and linked in a Gantt chart view.
This document discusses scheduling concepts and methods. It provides examples of workforce scheduling using different priority rules to allocate employees over time. It also discusses operations scheduling and different types of manufacturing processes like job shops and flow shops. Priority sequencing rules like earliest due date, shortest processing time and critical ratio are explained and compared using examples.
The document describes the scope of work required to repair and re-establish a condemned boiler. It includes dismantling and analyzing the boiler and accessories to identify defects. The economizer and other parts showed corrosion and damage and needed replacement. Pressure testing of ducts and pipelines was also performed after repairs. The overall work aimed to refurbish the boiler so it could safely generate steam again for industrial processes.
A review on Production Planning and Control - Definitions of production, production planning, production control, production management, steps involved in production planning, steps involved in production control
The operations plan section of a business plan demonstrates the operational aspects of transforming business inputs into outputs. It includes process planning, operations layout, production planning, material planning, machine planning, manpower planning, overhead requirements, location selection, business hours, licensing needs, and an operations budget. An effective operations plan ensures the business can efficiently produce products or services as planned.
The document discusses Microsoft Project 2003 and how it can be used to manage projects. It provides an overview of the different versions of Project 2003 and describes how to start a new project plan in Project 2003. It also explains how to create tasks, durations, milestones, dependencies between tasks, and a Gantt chart in a project plan.
Blue Mountain Soft Drinks operates in the mature stage of the product lifecycle. It focuses on maintaining market position through defensive strategies like competitive pricing and continuous cost improvements. The company uses a multi-domestic strategy with local responsiveness and low costs. Key activities include mass production of a limited variety of soft drinks and matching local costs for ingredients and labor.
The document discusses various planning tools and techniques used by managers. It describes approaches to assess the environment like competitor intelligence and forecasting. It also outlines techniques for allocating resources such as the different types of budgets, Gantt charts, PERT analysis, breakeven analysis, and linear programming. Additionally, it discusses contemporary planning techniques including project management, flexibility in planning, and scenario planning.
The document provides an overview of operations at retail industry in India. It discusses [1] the growing organized retail sector in India compared to the largely unorganized traditional retail sector, [2] the various formats of retail operations including trends in urban and rural retail markets, and [3] some of the key challenges in retail operations related to location and merchandise selection. The objective of the project report is to examine current supply chain and operations management practices in the retail industry.
Ntpc (national thermal power corporation) sipat mechanical vocational trainin...haxxo24
This document is a vocational training report submitted by Ritesh Patnaik after completing a 30-day training at the National Thermal Power Corporation plant in Sipat, Chhattisgarh, India. The report provides an overview of the key components and systems at the NTPC Sipat Super Thermal Power Project, including the steam turbine, generator, condenser, boiler, cooling towers, and pollution control devices. It also describes the basic Rankine cycle that is used to convert heat into electrical power at thermal power plants.
Pmi - Project Management Professional (Pmp) Certification Study Guiderobsonnasc
The document provides an overview of project scope management processes based on the Project Management Body of Knowledge (PMBOK). It discusses the initiation process which recognizes when a new project exists and produces a project charter. It also covers scope planning which develops a written scope statement as the basis for future decisions, using tools like product analysis, cost/benefit analysis, and alternatives identification. The key outputs are a project charter from initiation and a scope statement from scope planning.
GANTT charts are a type of bar chart used to illustrate project schedules. They show the start and end dates of tasks, their duration, and dependencies between tasks. To construct a GANTT chart, critical tasks are scheduled first followed by non-critical tasks within their time windows. Staff and resources are then allocated to tasks based on availability. The chart can be re-scheduled if needed due to changes in staffing or equipment availability. Project management software helps automate GANTT chart creation and resource smoothing but decisions still require human judgment.
The document discusses planning and managing projects in Microsoft Project 2010. It covers project management terminology and the five process groups of initiating, planning, executing, controlling, and closing a project. It also explains how to use various views and functions in Project 2010, including entering tasks, setting timescales, and printing projects.
The document outlines the key project management processes. It discusses the six phases of a project - initiation, planning, implementation, monitoring, adaptation and closure. It then describes the nine core management processes which include scope, schedule, budget, quality, team, stakeholder, information, risk and contract management. Each process involves planning, execution, monitoring and control activities to ensure successful project delivery.
The document summarizes Douglas McGregor's Theory X and Theory Y about human motivation in organizations. Theory X assumes that people dislike work and must be closely controlled, while Theory Y assumes that people can exercise self-direction to achieve goals. The document then discusses how Theory X leads to "hard management" styles using coercion, while Theory Y leads to "soft management" that assists employees. It also connects Theory Y to Maslow's hierarchy of needs and discusses how effective management styles under Theory Y include decentralization, delegation, and participative decision-making.
The document outlines the key theories and approaches in the development of management, including:
- Scientific management pioneered by Taylor focused on efficiency and incentives.
- General administrative theorists like Fayol and Weber developed principles of bureaucracy and management.
- Quantitative, systems, and contingency approaches analyzed organizations scientifically.
- Current issues include globalization, ethics, diversity, e-business, and knowledge/quality management.
The document outlines the historical development of management theories from ancient times to modern approaches. It discusses early theories like scientific management from Taylor and Fayol's administrative theory. Later developments included the quantitative approach, organizational behavior studies, systems theory, and contingency theory. Current trends addressed include globalization, ethics, diversity, entrepreneurship, e-business, knowledge management, and quality initiatives.
This document provides an overview of key management concepts and theories including: Taylor's scientific management theory, Fayol's principles of management, Mayo's Hawthorne experiments, Maslow's hierarchy of needs, McGregor's Theory X and Theory Y, Herzberg's two-factor theory, systems approach to management, leadership styles, and the social responsibilities of management. It defines management, discusses its nature and importance, and outlines common management functions proposed by various theorists.
The document outlines the key approaches and trends in the evolution of management theory and practice. It discusses early evidence of management in ancient civilizations and the importance of the division of labor and industrial revolution. Major classical approaches are described, including scientific management, general administrative theory, and quantitative management. Behavioral and systems approaches emerged in response, along with a contingency view of situational management. Current issues facing managers include globalization, diversity, technology, knowledge management and quality.
The document outlines the key approaches and trends in the evolution of management theory and practice. It discusses early evidence of management in ancient civilizations and the importance of the division of labor and industrial revolution. Major classical approaches are described, including scientific management, general administrative theory, and quantitative management. Behavioral and systems approaches emerged in response, along with a contingency view of situational management. Current trends involve globalization, diversity, technology, knowledge management and quality.
The document provides an overview of the evolution of management theory from early classical works to modern approaches. It discusses influential early thinkers like Machiavelli, Sun Tzu, and Taylor and their contributions to establishing scientific management. It then outlines the development of different schools of management thought including classical organization theory, behavioral science, management science, systems theory, and contingency approaches. It notes how management approaches must continue adapting to changing business environments and relationships in the 21st century.
Management involves coordinating work through other people to achieve goals efficiently and effectively. There are different levels and functions of management. Early theories focused on scientific principles of management to increase efficiency while later behavioral theories emphasized the human element and that workers want input and respect. Contemporary approaches recognize there is no single best way to manage and the approach must fit the situation.
This document summarizes major classifications and approaches to management. It discusses classical approaches like scientific management and bureaucracy theory. It also covers behavioral approaches including Hawthorne studies and Maslow's hierarchy of needs. Quantitative approaches such as management science and operations management are outlined. Modern approaches like systems theory and contingency theory are also summarized.
Evolution of management theory,Scientific Management School
Classical Organization Theory school
Behavioral School
Management Science School
The System Approach
The Contingency Approach
Dynamic Engagement Approach
1. Management is goal-oriented, continuous, universal, multidisciplinary, and situational. It involves directing and controlling organized group activities.
2. The document discusses the evolution of management theories including scientific management, administrative management, and behavioral approaches. It provides definitions and examples of each.
3. The systems approach views organizations as open systems that interact with their environment. An organization has subsystems like technical, structural, and managerial that work toward goals.
This document discusses understanding change and resistance. It notes that change is inevitable and that while we all want and fear change, changes in one person can affect the whole system. It provides tips for remembering that anticipating and welcoming expected changes is important, as people naturally tend to resist change.
This material is for PGPSE / CSE students of AFTERSCHOOOL. PGPSE / CSE are free online programme - open for all - free for all - to promote entrepreneurship and social entrepreneurship PGPSE is for those who want to transform the world. It is different from MBA, BBA, CFA, CA,CS,ICWA and other traditional programmes. It is based on self certification and based on self learning and guidance by mentors. It is for those who want to be entrepreneurs and social changers. Let us work together. Our basic idea is that KNOWLEDGE IS FREE & AND SHARE IT WITH THE WORLD
This document provides an overview of management principles and theories. It discusses classical and neo-classical approaches, including contributions from Taylor, Fayol, Weber, and Mayo. Contemporary theories like systems approach and contingency approach are also summarized. Various management functions such as planning, organizing, staffing and controlling are explained.
This document provides an overview of management principles and practices. It discusses key concepts from classical management thinkers like Taylor, Fayol, and Weber. It also summarizes more modern approaches like human relations theory, contingency theory, and systems theory. The document aims to give introductory ideas about basic management topics and encourage readers to use their knowledge to create social change as social entrepreneurs.
This document provides an overview of the evolution of management thought from the 1880s to the present. It describes the classical/scientific management school pioneered by Taylor, Fayol, and the Gilbreths which emphasized rationality and scientific principles. It then discusses the human relations movement led by Mayo, Follett, and McGregor which focused on micro-level needs, motivation, and leadership. Finally, it outlines systems theory and contingency theory, noting management must adapt to changing environments and circumstances.
FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Res...Deb Nystrom
As presented for the March 27, 2014 KM Solutions Showcase™ Conference:
Arlington, Virginia, USA
People are innately social, so why not use innately social methods to empower informal and formal knowledge management practices? Learn how to FRAME an approach to adaptive, people centered change and knowledge management. The session will include Open Space Technology (OST), a flexible, energy-led method useful for problem solving as well as learning, providing timely, KM friendly results. If you aspire to an organizational culture that values giving and shared learning, then review this OST-assisted session set of slides for insights.
This document provides an overview of classical management theories including scientific management, administrative management, and bureaucratic management. It discusses the key thinkers and principles of each theory such as Frederick Taylor's principles of scientific management focusing on efficiency, Henry Fayol's 14 principles of administrative management emphasizing the managerial functions of planning, organizing, commanding, coordinating and controlling. It also notes some limitations of classical management theories such as their focus on economic incentives ignoring social and psychological needs, and assuming organizations are closed systems.
The document outlines the evolution of management approaches from early approaches to modern and emerging ones. It discusses influential classical theorists like Taylor, Fayol, and Weber and their scientific management, administrative theory, and bureaucratic management approaches. It also summarizes the behavioral approach with Hawthorne studies and theorists like Maslow and McGregor. Quantitative approaches involving management science, operations management, and management information systems are covered as well. The systems theory and contingency theory are provided as examples of modern management approaches. Emerging approaches discussed include Theory Z and quality management.
What challenges face faculty and students when they use online video in the classroom or for research? What is most important and what would improve their experience? This presentation from SAGE's Elisabeth Leonard shares interesting and surprising findings and results from user testing and other market intelligence on the user experience of online or streaming video.
The results of a survey of 252 librarians were released today in a new SAGE White Paper (the third in an annual series).
The full title of the white paper is:
Improving the Discoverability of Scholarly Content: Academic Library Priorities and Perspectives
by Lettie Y. Conrad and Elisabeth Leonard.
An online survey of 471 librarians from around the world found that reference materials are still frequently used and requested. However, patrons' awareness of reference resources is low. Librarians indicated that patrons most often discover reference materials by following a librarian's or instructor's direction. While librarians feel usage could be higher, budgets for reference materials have decreased in recent years and funds are increasingly directed towards electronic resources. Librarians expect reference budgets to continue decreasing or remain steady over the next five years.
The document summarizes the results of a global survey on reference resources conducted by SAGE Publications. Some key findings include:
- The survey received 471 responses, most from North America and academic libraries.
- Reference budgets have declined in the last 5 years for most libraries and are expected to continue declining or remain steady. Funding often comes from subject funds or electronic resources budgets now.
- Popular reference materials requested include subject handbooks, databases, encyclopedias and dictionaries. However, librarians feel patron awareness of reference resources is low.
- Librarians are only somewhat satisfied with usage of reference resources, citing issues like free alternatives online and lack of promotion/faculty support for the resources.
This presentation summarizes the findings of a 6-month research project on how academic libraries can better demonstrate their value to teaching and research staff. The project used literature reviews, case studies, and surveys of librarians and faculty. Key findings include that embedded library instruction and integrated research services are highly valued, and that personal relationships between librarians and faculty are important. Recommendations focus on skills development for librarians, documenting partnerships, and collecting evidence of the library's impact. One library, ZSR Library at Wake Forest University, was highlighted for initiatives like embedded instruction, technology support for teaching, and library spaces that foster partnerships.
This document summarizes an agenda for a session on emerging technologies for librarians. It will include 5 scenarios presented by different librarians, followed by a panel discussion. The scenarios include what to do after seeing new technologies at a conference, evaluating requests for new technologies, managing related additional projects, determining ongoing responsibilities after implementation, and gaining support for new ideas. The session aims to help librarians problem-solve challenges incorporating emerging technologies through shared experiences and expert advice.
The document discusses becoming a leader and gaining the support of managers. It emphasizes finding mentors, understanding what leadership means for your institution, evaluating your unique skills, potential impact, and solving problems. The document also stresses the importance of managers understanding your goals and passions, and leaders saying "let's go" rather than just "go". Leaders should not want to do everything alone or take all the credit. Overall it provides advice on developing leadership skills and gaining manager support through open communication.
http://cloud.lib.wfu.edu/blog/entrelib/
Conference for Entrepreneurial Librarians March 10 Wake Forest University
Innovation and innovativeness of librarians, especially business librarians, including examination of organizational culture and document analysis of mission statements and vision statements
Is there an advantage to having an advanced degree in business or economics for a business librarian? Elisabeth Leonard uses her personal experiences and the results of a national survey to compare the expected benefits to the actual benefits (and disadvantages) for acquiring an advanced degree. From the SLA CUBL breakfast in Seattle June 2008.
Academic Libraries: Themes in liaison responsibilitiesElisabeth Leonard
A result of the CODES Liaison with Users survey of academic libraries, this presentation from Elisabeth Leonard gives the result of liaison responsibilities across the nation.
The document summarizes the results of a survey on liaison responsibilities in collection management. It found that liaison work is performed throughout libraries by staff in different departments. Respondents indicated they would like more training opportunities, as there is no clear standard for liaison responsibilities. The document provides practical advice for liaison work, such as building relationships, being open-minded, and utilizing multiple communication avenues. It also outlines what faculty want from librarians, such as clear communication and subject expertise.
The document summarizes the results of a survey on liaison responsibilities in collection management. It found that liaison work is performed throughout libraries by staff in different departments. Respondents indicated they would like more training opportunities, as there is no clear standard for liaison responsibilities. The document provides practical advice for liaison work, such as building relationships, being open-minded, and utilizing multiple communication avenues. It also outlines what faculty want from librarians, such as clear communication and subject expertise.
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.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
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
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Main Java[All of the Base Concepts}.docxadhitya5119
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 Make a Field Mandatory in Odoo 17Celine George
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.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
3. formally
Management is “the art
of getting things done
through people”
Mary Parker Foskett 1941.
Dynamic Administration. London:
Pittman
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4. Breaking it down by function
Planning
Organizing
Staffing
Directing
Controlling (Evaluating)
Reporting
Budgeting
Based on Henri Fayol ~1872
Gulick, Luther and Urwick, Lyndall (1937) Papers on the Science of
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Administration, Institute of Public Administration, New York
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5. Who writes about it?
Popular literature abounds! Anyone
can be a manager or write a book
about it.
Studied by faculty in business,
psychology, sociology,
communications, and any discipline
that includes practitioners
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6. Topics include:
Management and leadership roles,
styles and traits, team performance,
conflict resolution, motivation,
human resources, strategic
planning, operations, organizational
culture and hierarchy, negotiations,
ethics, diversity, change
management, innovation, stress,
unions, communication, agenda
setting, and much more
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7. Top management journals
MIS Quarterly, Academy of Management Journal,
Organizational Science, Administrative Science
Quarterly, Strategic Management Journal,
Organizational Research Methods, Leadership
Quarterly, MIT Sloane Management Review, Harvard
Business Review, Journal of Economics and
Management Strategy, International Small Business
Journal, IEEE Transactions of Engineering
Management, Industrial and Corporate Change,
British Journal of Management, California
Management Review, European Journal of Work and
Organizational Psychology, Canadian Journal of
Administrative Sciences
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8. Schools of thought
PAST AS PROLOGUE
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9. Time Line
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10. Classical perspective:
scientific management
Taylor
Worker is economically motivated
Maximize output and minimize
inefficiencies
Frank and Lillian Gilbreth
Motion studies
Henry Gannt
Formalized Taylor’s time studies
Gannt charts (project management)
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12. Program Evaluation and Review
Technique (PERT)
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13. Behavioral school of thought
Human relations movement
Focus on the individual: if I can make
you happy, you will be a more
productive employee
Best known: Chester Barnard (social
responsibility, fair wages), Mary Parker
Follett (shared goals, worker
participation), Elton Mayo (Hawthorne
studies)
Self-actualizing
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14. Self-actualizing:
Theory X and Theory Y
Douglas McGregor (1960)
There are 2 styles, X and Y, that
establish managers’ expectations
Theory X (authoritarian management)
Average person:
Inherently dislikes work
Must be coerced, controlled, directed,
threatened with punishment
Aren’t able to solve work problems
Prefers to be directed and wishes to
avoid responsibility
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15. Theory X and Theory Y
Theory Y (participative management)
The average person
Physical and mental effort is as natural as play or
rest
Doesn’t dislike work
Work can be satisfying & will be done voluntarily
Accepts and seeks responsibility
Imagination and creativity is widely distributed in
an organization
Intellectual potentials are only partially utilised
Belief in Theory Y leads to decentralization,
delegation, empowerment
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16. Theory Z
W.S. Ouchi (1981)
Democratic management style, based on Japanese
management, with interest in employees’ work-life
Workers are loyal and interested in team work and the
organization
Collective decision making
Or a manager’s style might be
somewhere in between these!
Theory Y
Participative
(laissez-faire)
Theory X
Autocratic
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Theory Z
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Democratic
17. Management science school
Also called quantitative school
Harkens back to scientific management
World War II
Applies mathematical and statistical
thinking
Production becomes Operations
Management
Inventory control theory, goal programming,
queuing models, and simulation
Birth of MIS
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18. Modern management:
Systems theory
Focus on organization as a whole and
as an ecosystem
Each unit affects every other unit
Decisions are made after considering
impact on others (including partners)
Stakeholders, not just shareholders
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19. Modern management:
Total Quality Management (TQM)
Big in the 80’s and into the 90’s
Total: Quality involves everyone and all
activities in the company.
Quality: Conformance to requirements
Management: typically top down
TQM: continuous improvement; permeates
everything the company and each
employee does
*Training and professional development
stressed
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20. What TQM is used for
Improve customer service
Increase productivity
Decrease need to rework/scrap
Improve product reliability
Decrease time-to-market cycles
Increase competitive advantage?
Now is “Quality Management”
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21. Modern management:
learning organization
Peter Senge
Focus on problem solving, not
efficiency
Continuous change
Every employee has a role
Team learning
Shared vision
Shift from command-control to
informationElisabethAnn | Slideshare:
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based organization
(Drucker) www.slideshare.net/eleonard
23. Remember this?
Planning
Organizing
Staffing
Directing (Leading)
Controlling (Evaluating)
Reporting
Budgeting
Based on Henri Fayol ~1872
Gulick, Luther and Urwick, Lyndall (1937) Papers on the Science of
Twitter: ElisabethAnn | Slideshare:
Administration, Institute of Public Administration, New York
www.slideshare.net/eleonard
24. Where once it was about the
leadership…
You can’t lead if no one follows
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25. followership
Popularized by business professor
Robert Kelley in 1988 Harvard
Business Review “In Praise of
Followers” and 1992 book The
Power of Followership.
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26. following has changed
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28. Lewin's Three Step Change Theory:
Foundations
Change involves learning something
new AND discontinuing current
attitudes, behaviors, or
organizational practices.
There must be sufficient motivation
to change. This is often the most
difficult part of the change process.
People are at the core of all
organizational changes.
Effective change requires reinforcing
new behaviors, attitudes, and
organizational practices.
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29. Three steps for change
unfreezing
changing
refreezing
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30. Step one: Unfreezing
Goal: release the status quo!
The focus is to motivate individuals to
change.
Encourage old behaviors and attitudes to
be replaced with desired behaviors and
attitudes
Recognize all issues openly
Brainstorm as a group
Trust is essential
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31. Step two: Change
Goal: arrive at a new understanding
Employees learn new information,
behavioral models and view points.
Useful at this stage are role models,
mentors, experts, benchmarking,
and training.
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32. Step three: Refreeze
Change is stabilized.
Employees integrate what they learned in
stage 2 into their routine
Use positive reinforcement, coaching,
modeling
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33. There’s more to it
Model is linear; change isn’t
"Understand and honor the DNA of the
organization. The system will reject you
otherwise."[1]
Many factors motivate people for or
against change
Resistance to change occurs even when
the goals are desired by everyone.
[1] Berfield, S. (2007, February 12). The Right Way To Shake Up a Company. Business Week.
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34. Change agents
The change agent is someone “who translates the
strategic change vision of leaders into pragmatic
change behaviour. They will be the early adopters
— through structured learning programmes and
other stimuli — of the new values, actions and
skills required by the company. Through this
knowledge, they will act as a catalyst for the
introduction of new ways of doing things across
the four corners of the corporation. Their goal will
be to act as a positive virus infecting their host
company.”[1]
[1] Dover, P. (2003, February). Change agents at work: Lessons from
Siemens Nixdorf. Journal of Change Management, 3(3), 243.
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35. Which leads to innovation
Not all change is innovation
Something new to an organization
that adds value
Biggest name: Rogers
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37. Innovation
Something new
Adds value
Process or product
Incremental or radical
Needs to be encouraged
R&D, skunkworks, pockets of
innovation, organization wide, open
innovation
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38. What’s the point of it all?
Managers are taught:
Know who you are, who your
employees are, and who you serve
Know what the situation is
Culture, stakeholders, strategic direction,
short term and long term goals
Decide how best to meet the
challenges of the situation (follows the
contingency school of thought!)
Evaluate the results
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Adjust and Repeat.
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39. Resources to help you
TOC alerts
strategy+business
Knowledge@Wharton
YouTube!
Textbooks
Business Week and NYT bestsellers
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40. YOUR TURN!
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42. Strategic planning vs. operations
Operations is day to day
Strategic plan is long term
SWOT (1960’s)
Look at how to achieve vision and or
competitive advantage
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43. Competitive advantage
Michael Porter
Compete on cost, differentiation, focus
Five forces
Bargaining power of customers
Bargaining power of suppliers
Threat of new entrants
Threat of substitute products
Rivalry within industry
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44. Five Forces
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45. Patrons and their questions
Don’t be surprised by…
A VERY specific question for a very
broad assignment (team work in
action)
The patron doesn’t come alone
(team work in action)
The patron (including the student) is
working under a tight deadline
The patron has a question and isn’t
sharing enough info
(often Twitter: ElisabethAnn | Slideshare: or a concern
a personnel issue
about competitive intelligence)
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46. Resource based view (RBV)
From Penrose
Popularized by Prahalad and Hamel
Adds firms resources to the SW
Ideally makes it harder for other
firms to catch up
The core competencies of the organization.
Harvard Business Review. May/June 1990,
p. 79-91.
Penrose, E. (1959). The theory and growth
of the firm. New York: Wiley.
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47. Knowledge based view
Based on Penrose
Leverage knowledge for creating
current goods/services to other
areas (core competencies)
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Editor's Notes
Management and leadership roles, styles and traits, team performance, conflict resolution, motivation, human resources, strategic planning, operations, organizational culture and hierarchy, negotiations, ethics, diversity, change management, innovation, stress, unions, communication, agenda setting,
Time study (Taylor) Motion study
1930’s Hawthorne: workers motivated by social rewards/sanctions more than $$ Actions influenced by group
Good management leads to improved levels of employee engagement, enhances people's working lives and adds to the bottom line; boosting productivity, retention rates and customer loyalty. Good leadership moves the entire organization along strategically, showing the organization where it needs to change, providing future direction