Business management 1.4
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This document discusses several influential management thinkers from the modern period, including: - Lyndall Urwick who extended Henri Fayol's thoughts and established six principles of management and 29 principles for organization. - Herbert Simon who studied decision-making processes and bounded rationality. He introduced concepts like administrative man and organizational communication. - Peter Drucker who developed concepts like management by objectives and coined the term "knowledge worker." - C.K. Prahalad who introduced the idea of core competencies, skills that are valuable, rare, and difficult for competitors to imitate. - Michael Porter who created Porter's diamond model to analyze national competitive advantage.
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FOR ENROLLMENT IN NEXT BATCH CONTACT ON ABOVE MENTIONED NUMBER
Brochure World Starategy Summit
This document provides information about the World Strategy Summit to be held from November 16-19, 2015 in Abu Dhabi, UAE. It will feature keynote speeches and presentations from experts in strategic leadership, thinking, planning and execution. Some of the featured speakers include Tom Peters, Gary Hamel, Renee Mauborgne, and Rafael Ramirez. The summit is organized by the UAE Ministry of Interior in partnership with other groups and aims to help business and government leaders develop effective strategies. It will discuss themes like strategic leadership, thinking and innovation, strategic planning, and strategic execution.
In the Eye of the BeholderCross Cultural Lessons in Leaders.docx
In the Eye of the Beholder:
Cross Cultural Lessons in Leadership from Project GLOBE
Mansour Javidan, Peter W. Dorfman, Mary Sully de Luque, and Robert J. House*
Executive Overview
Global leadership has been identified as a critical success factor for large multinational corporations. While
there is much writing on the topic, most seems to be either general advice (i.e., being open minded and
respectful of other cultures) or very specific information about a particular country based on a limited case
study (do not show the soles of your shoes when seated as a guest in an Arab country). Both kinds of
information are certainly useful, but limited from both theoretical and practical viewpoints on how to lead
in a foreign country. In this paper, findings from the Global Leadership and Organizational Behavior
Effectiveness (GLOBE) research program are used to provide a sound basis for conceptualizing worldwide
leadership differences. We use a hypothetical case of an American executive in charge of four similar teams
in Brazil, France, Egypt, and China to discuss cultural implications for the American executive. Using the
hypothetical case involving five different countries allows us to provide in-depth action oriented and
context specific advice, congruent with GLOBE findings, for effectively interacting with employees from
different cultures. We end the paper with a discussion of the challenges facing global executives and how
corporations can develop useful global leadership capabilities.
Impact of Globalization
A
lmost no American corporation is immune
from the impact of globalization. The reality
for American corporations is that they must
increasingly cope with diverse cross-cultural em-
ployees, customers, suppliers, competitors, and
creditors, a situation well captured by the follow-
ing quote.
So I was visiting a businessman in downtown Jakarta the
other day and I asked for directions to my next appointment.
His exact instructions were: Go to the building with the
Armani Emporium upstairs—you know, just above the
Hard Rock café—and then turn right at McDonalds. “I just
looked at him and laughed, “Where am’ I?”
Thomas Friedman, New York Times, July 14, 1997
Notwithstanding Tom Friedman’s astonishment
about the global world in Jakarta, the fact is that
people are not generally aware of the tremendous
impact that national culture has on their vision
and interpretation of the world. Because culture
colors nearly every aspect of human behavior, a
working knowledge of culture and its influences
can be useful to executives operating in a multi-
cultural business environment. It is a truism by
now that large corporations need executives with
global mindsets and cross-cultural leadership abil-
ities. Foreign sales by multinational corporations
have exceeded $7 trillion and are growing 20
percent to 30 percent faster than their sales of
exports.1 But while the importance of such busi-
ness grows, 85 percent of Fortune 500 companies
have repo.
Peter Drucker Real Guru
Peter F. Drucker was a renowned management consultant and author born in Austria in 1909. He made numerous seminal contributions to the field of management through his writings and consulting work. Some of his most influential ideas included decentralization, treating workers as assets, and viewing corporations as human communities rather than just profit-making machines. His theories on knowledge workers, non-profits, marketing, and strategic planning remain highly relevant today. Drucker was considered a visionary for introducing many concepts decades before they became widely accepted.
Management
Management involves coordinating employee efforts to efficiently achieve organizational goals. It includes planning, organizing, leading, and controlling resources. Early management theories developed from military strategy texts, advising leaders to understand strengths and weaknesses. Adam Smith's Wealth of Nations promoted specialization of labor to boost productivity. Formal management education emerged in the late 19th century, with modern concepts developing through the 20th century.
A771256229_28161_1_2022_Unit-1 lecture notes.ppt
Here are some key points to consider when planning:
Characteristics of Good Planning:
- Be Specific and Realistic
- Consider Alternatives and Contingencies
- Coordinate Plans with other Functions and Departments
- Review and Revise Plans Periodically
Business ethics 5_b_autosaved5d5b45d (1)
Here are the answers to the quiz:
1. Homo economicus
2. Neoclassical economics
3. People
4. Homo humanus
5. Juan Antonio Perez Lopez
6. Leadership capacity or “transcendent motives”
7. Theory of Human Action in Organizations
8. Viewing the Firm from a Virtue Theory Lens
9. Transcendental leadership
10. Transcendent motives
Design thinking
This document discusses design thinking from the perspectives of a graphic designer, business experts, and business school deans. It describes Bruce Mau's "Massive Change Exhibition" and how it framed design as shaping the world. Business advisor Daniel Pink and author argues design thinking relies on right-brain abilities and will be important in the future. Roger Martin, dean of Rotman School of Management, believes design thinking can provide a competitive advantage and business education should incorporate its principles of abductive reasoning.
An Encomium to CKP
Coimbatore Krishnarao Prahalad (CKP) was a renowned Indian management consultant and scholar known for his work on core competencies, strategic intent, and bottom of the pyramid business models. He received his doctorate from Harvard and taught at IIM Ahmedabad and University of Michigan. CKP authored several influential books and pioneered concepts like seeing multinationals tap into new markets by serving the world's poorest consumers. He received many honors including India's third highest civilian award. CKP left behind a legacy of management theories that have greatly influenced business practices and economic development efforts worldwide.
1 introduction to hrm
The document discusses human resource management (HRM) and its evolution over time. It defines HRM as the process of managing people in organizations in a way that helps achieve organizational goals. The key aspects of HRM include attracting, developing, utilizing, and maintaining a talented workforce. The document traces the history and development of HRM from its early roots in personnel management to the current strategic focus on human capital. It also outlines the typical processes and functions involved in modern HRM practices.
M I D D L E E A S T J O U R N A L O F B u s i n e s s • .docx
M I D D L E E A S T J O U R N A L O F B u s i n e s s • V O L U M E 4 , I S S U E 1� MIDDLE EAST JOURNAL OF BUSINESS - VOLUME 14, ISSUE 1, JANUARY 2019
Business Theory
Project Management: Science or a Craft?
Abdulrazak Abyad
Correspondence:
A. Abyad, MD, MPH, MBA, DBA, AGSF , AFCHSE
CEO, Abyad Medical Center, Lebanon.
Chairman, Middle-East Academy for Medicine of Aging http://www.meama.com,
President, Middle East Association on Age & Alzheimer’s http://www.me-jaa.com/meaaa.htm
Coordinator, Middle-East Primary Care Research Network http://www.mejfm.com/mepcrn.htm
Coordinator, Middle-East Network on Aging http://www.me-jaa.com/menar-index.htm
Email: [email protected]
Development of Project Management thinking
Project management has been practiced since early civili-
zation. Until 1900 civil engineering projects were generally
managed by creative architects, engineers, and master build-
ers themselves. It was in the 1950s that organizations started
to systematically apply project management tools and tech-
niques to complex engineering projects (Kwak, 2005). How-
ever, project management is a relatively new and dynamic
research area. The literature on this field is growing fast and
receiving wider contribution of other research fields, such as
psychology, pedagogy, management, engineering, simulation,
sociology, politics, linguistics. These developments make the
field multi-faced and contradictory in many aspects. Moreo-
ver, as observed by Wideman (2003), much of what has been
written about project management is not built on or does
not carefully consider results of former research. This results
in “reinventing the wheel” over and over. Thus, it is important
to understand the development of the project management
research and acknowledge its current state in order to prop-
erly address the organization of multi-project companies.
Human beings have undertaken project-like activities for
thousands of years, e.g. the nomads had the daily but unique
job: survive. As human society accumulates knowledge, cre-
ates instruments and organizes them to execute different
tasks, projects perceived as complex turned to trivial activi-
ties, and new complex challenges arrived. Contradictorily, it
is with the industrial revolution and the change from project
to mass production that project management developed the
basic tools and ideas known and used until today. In this peri-
od, H. Fayol establishes the common basis for current project
management practices (Uzuegbu & Nnadozie 2015). . Taylor’s
job specification led to WBS (Kwak, 2003). In 1910, Henri Gantt
invented the Gantt-Charts, used until today in projects. His
work is the forerunner to many modern project management
tools including the work breakdown structure (WBS) and re-
source allocation (Cleland, & Gareis, 2006).
The 50s are considered the birth of modern project manage-
ment (Kwak, 2003). The role of project manager emerged as
the person totally ...
CHAPTER TWO A.docx
Management has evolved over centuries as people organized into groups and needed to coordinate activities. Early management practices emerged from religious institutions like the Catholic Church and military organizations. The Industrial Revolution brought new challenges around maintaining productivity and worker satisfaction that led to more formal study of management principles. Some key early contributors included Robert Owen, who emphasized treating workers well to increase productivity, and Charles Babbage, who advocated for division of labor and applying scientific principles to work. Formal management theory began to develop in the late 19th/early 20th century in response to growing business complexity.
Unit I-2018.ppt
1. The document discusses the definitions and historical development of management. It defines management according to Taylor, Fayol, and Drucker and discusses how management involves getting work done through people.
2. The levels and functions of management are examined, including top, middle, and lower management. The functions of each level are outlined.
3. Scientific management is introduced, with Frederick Taylor highlighted as developing an approach focused on the scientific study of work to improve worker efficiency.
Business inchina
This document provides information on the "Doing Business in China" module, including:
1) An overview of the module contents which will examine factors impacting foreign business in China and how to manage associated risks and challenges.
2) Details on assessments, which will include a class participation component and an individual assignment analyzing China market entry strategies.
3) Descriptions of teaching methods like lectures, seminars with guest speakers from industry, and potential collaboration with a Chinese university partner.
144 CHAPTER 4 • LEADERSHIP BEHAVIORS, ATTITUDES, AND STYLES
144 CHAPTER 4 • LEADERSHIP BEHAVIORS, ATTITUDES, AND STYLES
39. Anders Skogstad, et al., "The Destructiveness of 47. "Can Entrepreneurship Be Taught?" The Wall
Laissez-Faire Leadership Behavior," Journal of Street Journal, March 19, 2012, p. R4 .
Occupational Health Psychology, no . 1, 2007, 48. Judy Rosener, "Ways Women Lead," Harvard
pp. 80-92. Business Review, November-December 1990,
40. "GM Boss-to-Be Has Hard-Nosed Reputation," pp. 119-125.
Detroit Free Press, August 14, 2010. 49. Research reported in Michael Schrage, "Why
41. Robert R. Blake and Anne Adams Mccanse, Can't a Woman Be More Like a Man?" Fortune,
Leadership Dilemmas-Grid
Solution
s August 16, 1999, p . 184.
(Houston, Tex.: Gulf Publishing, 1991), http:// 50. Much of the research on this topic is
www.gridinternational.com/gridtheory.htrnl, summarized in Mary Crawford, Talking
2007. Difference: On Gender and Language (London:
42. Alan Hughes, "The Maestro of Finance," Black Sage Publications, 1995).
Enterprise, September 2013, p. 63. 51. Claartje J. Vinkenburg, Marloes L. van Engen,
43. Andrew J. DuBrin, Proactive Personality and Alice H. Eagly, and Mary C. Johannesen-
Behavior for Individual and Organizational Schmidt, "An Exploration of Stereotypical
Productivity (Cheltenham, UK; Northampton, Beliefs About Leadership Styles: Is
MA: Edward Elgar, 2014), pp. 118-122; J. Transformational Leadership a Route to
Robert Baum and Edwin A. Locke, "The Women's Promotion?" The Leadership
Relationship of Entrepreneurial Traits, Skill, Quarterly, February 2011, pp. 10-21.
and Motivation to Subsequent Venture 52. Daniel Goleman, "Leadership That Gets
Growth," Journal of Applied Psychology, August Results," Harvard Business Review , March-
2004, pp. 587-598; Gayle Sato Stodder, April 2000, pp. 78-90.
"Goodbye Mom & Pop: The Neighborhood's 53. Felix Brodbeck, Michael Frese, and Mansour
Not Big Enough for Today's Entrepreneur. Havidan, "Leadership Made in Germany: Low
Only the World Will Do," Entrepreneur, May on Compassion, High on Performance,'"
l999, pp. 145-,-151. Academy of Management Executive, February
44. Melissa S. Cardon, Joakim Wincent, Jagdip 2002, pp. 16---3 .
Singh, and Mateja Dronovsek, "The Nature and 54. David J. Henderson, Robert C. Liden, Brian C.
Expe1ience of Entrepreneurial Passi011," Glibkowski, and Anjali Chaudhry, "LMX
Academy of Management Review, July 2009, Differentiation: A Multilevel Review and
pp. 511-532. The Roddick quote is also from Examination of Its Antecedents and
this source, p. 511. Outcomes," The Leadership Quarterly, August
45. Leon C. Prieto, "Proactive Personality and 2009,pp. 517-534.
Entrepreneurial Leadership: Exploring the 55. Ralph M. Stogdill, "Historical Trends in
Moderating Role of Organizational Leadership Theory and Research," Journal of
Jdentification and Political Skill," Academy Contemporary Business, Autumn 1974, p. 7.
of Entrepreneurship Journal, July l. 2010, 56. Christopher Hann, "We're All ...
144 CHAPTER 4 • LEADERSHIP BEHAVIORS, ATTITUDES, AND STYLES
144 CHAPTER 4 • LEADERSHIP BEHAVIORS, ATTITUDES, AND STYLES
39. Anders Skogstad, et al., "The Destructiveness of 47. "Can Entrepreneurship Be Taught?" The Wall
Laissez-Faire Leadership Behavior," Journal of Street Journal, March 19, 2012, p. R4 .
Occupational Health Psychology, no . 1, 2007, 48. Judy Rosener, "Ways Women Lead," Harvard
pp. 80-92. Business Review, November-December 1990,
40. "GM Boss-to-Be Has Hard-Nosed Reputation," pp. 119-125.
Detroit Free Press, August 14, 2010. 49. Research reported in Michael Schrage, "Why
41. Robert R. Blake and Anne Adams Mccanse, Can't a Woman Be More Like a Man?" Fortune,
Leadership Dilemmas-Grid
Solution
s August 16, 1999, p . 184.
(Houston, Tex.: Gulf Publishing, 1991), http:// 50. Much of the research on this topic is
www.gridinternational.com/gridtheory.htrnl, summarized in Mary Crawford, Talking
2007. Difference: On Gender and Language (London:
42. Alan Hughes, "The Maestro of Finance," Black Sage Publications, 1995).
Enterprise, September 2013, p. 63. 51. Claartje J. Vinkenburg, Marloes L. van Engen,
43. Andrew J. DuBrin, Proactive Personality and Alice H. Eagly, and Mary C. Johannesen-
Behavior for Individual and Organizational Schmidt, "An Exploration of Stereotypical
Productivity (Cheltenham, UK; Northampton, Beliefs About Leadership Styles: Is
MA: Edward Elgar, 2014), pp. 118-122; J. Transformational Leadership a Route to
Robert Baum and Edwin A. Locke, "The Women's Promotion?" The Leadership
Relationship of Entrepreneurial Traits, Skill, Quarterly, February 2011, pp. 10-21.
and Motivation to Subsequent Venture 52. Daniel Goleman, "Leadership That Gets
Growth," Journal of Applied Psychology, August Results," Harvard Business Review , March-
2004, pp. 587-598; Gayle Sato Stodder, April 2000, pp. 78-90.
"Goodbye Mom & Pop: The Neighborhood's 53. Felix Brodbeck, Michael Frese, and Mansour
Not Big Enough for Today's Entrepreneur. Havidan, "Leadership Made in Germany: Low
Only the World Will Do," Entrepreneur, May on Compassion, High on Performance,'"
l999, pp. 145-,-151. Academy of Management Executive, February
44. Melissa S. Cardon, Joakim Wincent, Jagdip 2002, pp. 16---3 .
Singh, and Mateja Dronovsek, "The Nature and 54. David J. Henderson, Robert C. Liden, Brian C.
Expe1ience of Entrepreneurial Passi011," Glibkowski, and Anjali Chaudhry, "LMX
Academy of Management Review, July 2009, Differentiation: A Multilevel Review and
pp. 511-532. The Roddick quote is also from Examination of Its Antecedents and
this source, p. 511. Outcomes," The Leadership Quarterly, August
45. Leon C. Prieto, "Proactive Personality and 2009,pp. 517-534.
Entrepreneurial Leadership: Exploring the 55. Ralph M. Stogdill, "Historical Trends in
Moderating Role of Organizational Leadership Theory and Research," Journal of
Jdentification and Political Skill," Academy Contemporary Business, Autumn 1974, p. 7.
of Entrepreneurship Journal, July l. 2010, 56. Christopher Hann, "We're All ...
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3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Business management 1.4
- 1. B U S I N E S S M A N A G E M E N T 1 . 4 M A N A G E M E N T I N M O D E R N P E R I O D
- 2. • From 1950s • Period of refinement, development and qualification of the science of management • Scientific management, human relations and human behavior approach
- 3. LY N D A L L F O W N E S U R W I C K • 1891 –1983 • UK Born in Malvern, Worcestershire • Graduated from Oxford University Worked as business man • Worked in army during WW1 • Director of the International Management Institute in Geneva 1928-33 • Urwick, Orr & Partners (UOP) Ltd a consultancy Company 1934- 1961 • During the WWII worked as Advisor to the Treasury • Several international Awards and Gold medals • Extension of Fayol' thoughts • Criticised by Herbert Simon • 6 principles of management and 29 principles for organisation • https://www.managers-net.com/Biography/biograph7.html • https://en.wikipedia.org/wiki/Lyndall_Urwick
- 4. H E R B E R T S I M O N • Herbert A. Simon, in full Herbert Alexander Simon, (born June 15, 1916 -Feb. 9, 2001) • American social scientist known for his contributions to a number of fields, including psychology, mathematics, statistics, and operations research, all of which he synthesized in a key theory that earned him the 1978 Nobel Prize for Economics. • Simon and his longtime collaborator Allen Newell won the 1975 A.M. Turing Award, the highest honour in computer science, for their “basic contributions to artificial intelligence, the psychology of human cognition, and list processing.”
- 5. • Administrative behaviour and decision making • Books: Administrative behaviour, A study of decision making process in Administrative organisation, Models of man and the science of Management decision • Social scientist – Looked at organisational problems in the totality of social and psychological context • Contributions: - Concept of organisation - Decision – making - Bounded rationality - Administrative man - Organisational communication
- 6. P E T E R . F. D R U C K E R ( 1 9 0 9 - 2 0 0 5 ) • Austrian-born American management consultant, educator, and author, whose writings contributed to the philosophical and practical foundations of the modern business corporation. • He was also a leader in the development of management education, and he invented the concept known as management by objectives. • His writings have predicted many of the major developments of the late twentieth century, including privatisation and decentralization; the rise of Japan to economic world power; the decisive importance of marketing; and the emergence of the information society with its necessity of lifelong learning. • In 1959, Peter Drucker coined the term "knowledge worker" and later in his life considered knowledge work productivity to be the next frontier of management.
- 7. M A I N C O N T R I B U T I O N S • Nature of management • Management functions • Organisation structure • Federalism • Management by Objectives • Organisational Changes (Ref: pg 64-66, Principles and practice of management, LM Prasad, Sultan Chand & Sons, New Delhi,2001)
- 8. M A N A G E M E N T B Y O B J E C T I V E S ( M B O ) 1. Setting objectives 2. Development of action plans 3. Periodic Review 4. Performance Appraisal • Benefits • Limitations • Suggestions to make MBO more effective
- 9. C . K . P R A H A L A D ( 1 9 4 1 - 2 0 1 0 ) • Core competence • Bottom of Pyramid https://michiganross.umich.edu/faculty-research/institutes-centers- initiatives/india-initiatives/ck-prahalad-initiative/bio
- 10. • A core competency is a concept in management theory introduced by C. K. Prahalad and Gary Hamel.[1] It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace" and therefore are the foundation of companies' competitiveness. [2] • Core competencies fulfill three criteria:[1] 1.Provides potential access to a wide variety of markets. 2.Should make a significant contribution to the perceived customer benefits of the end product. 3.Difficult to imitate by competitors. • It may also be useful in making other products that require these competencies.
- 12. M I C H A E L P O R T E R ( 1 9 4 7 - )
- 14. M A N A G E M E N T A N D A D M I N I S T R AT I O N • Are synonymous • Administration Higher level, Management Lower level • Administration Part of management