This document provides an overview of planning as a managerial function. It defines planning, discusses the purposes of planning, and examines the relationship between planning and organizational performance. The document also describes different types of goals and plans, and discusses approaches to setting goals, developing plans, and addressing contemporary issues in planning, such as criticisms of planning and how to plan effectively in dynamic environments.
Chapter 7 management (10 th edition) by robbins and coulterMd. Abul Ala
This document is from a chapter about planning in a management textbook. It discusses the definition of planning as a primary managerial activity involving defining goals, strategies, and work plans. It describes the purposes of planning as providing direction, reducing uncertainty, and setting standards for control. Studies show a relationship between formal planning and higher profits/performance, though the external environment can reduce this impact. The document outlines different types of goals and plans, and discusses traditional goal setting, management by objectives, developing goals and plans, and contemporary issues in planning.
Chapter 10 management (10 th edition) by robbins and coulterMd. Abul Ala
The document provides an overview of Chapter 10 from the textbook "Managing Human Resources" by Stephen P. Robbins and Mary Coulter. It covers the key topics in the chapter, which include the human resource management process, identifying and selecting competent employees, providing employees with needed skills and knowledge through orientation and training, retaining high-performing employees, and contemporary issues in managing human resources such as downsizing and diversity. Learning outcomes are listed for each section, with definitions and explanations of important terms.
Chapter 9 management (10 th edition) by robbins and coulterMd. Abul Ala
The document discusses organizational structure and design. It covers key elements of design like work specialization, departmentalization, chain of command, span of control, and centralization. Traditional designs include functional and divisional structures. Contemporary designs incorporate teams, matrices, projects, and boundaryless approaches. Challenges involve keeping employees connected, building learning organizations, and managing global issues.
Chapter 8 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of strategic management concepts including:
- The 6 steps in the strategic management process including identifying mission/goals, external/internal analysis (SWOT), strategy formulation, implementation, and evaluation.
- Three types of corporate strategies: growth, stability, and renewal. Growth strategies include concentration, vertical/horizontal integration, and diversification.
- Concentration strategy focuses on increasing products/markets in a primary line of business. Vertical integration aims to control inputs by becoming a self-supplier.
Ch 1 introduction to management and organizationsNardin A
The document is an introductory chapter about management and organizations from a management textbook. It defines key terms such as managers, management, and organizations. It describes the functions of management as planning, organizing, leading, and controlling. It also discusses the roles, skills, and levels of managers. Managers coordinate work, seek efficiency and effectiveness, and adapt to changes. Studying management is important because good management is needed universally, and understanding organizational structures and behaviors helps employees advance.
Chapter 15 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of a chapter on motivating employees from a management textbook. It includes learning outcomes that introduce key topics on motivation theories such as Maslow's hierarchy of needs, Herzberg's two-factor theory, goal-setting theory, equity theory, and expectancy theory. Contemporary motivation topics are also addressed, such as designing motivating jobs, reinforcement theory, and addressing unique worker groups. The document provides definitions and explanations of motivation concepts and theories through text and exhibits from the textbook.
Chapter 12 management (9 th edition) by robbins and coulterMd. Abul Ala
1) The document discusses managing organizational change and innovation. It defines key terms like change, change agents, organizational development techniques, and stresses the importance of managing resistance to change.
2) It examines different types of change including structural, technological, people-focused, and organizational development changes. It also looks at forces driving change within and outside organizations.
3) The document outlines Lewin's three-stage change model of unfreezing, changing, and refreezing. It also discusses stimulating innovation through creativity, champions of new ideas, and characteristics of innovative companies.
Ch no 3 Organizational Culture and EnvironmentAqib Syed
This document provides an overview of chapter 3 from the textbook "Organizational Culture and Environment" by Stephen P. Robbins and Mary Coulter. It includes learning outcomes, definitions of key terms, and exhibits exploring topics such as the symbolic vs omnipotent views of management, dimensions of organizational culture, how culture affects managers, issues regarding organizational culture, and components of the external environment. The document is intended to guide the reader in learning about how organizational culture and external environment impact managers.
Chapter 7 management (10 th edition) by robbins and coulterMd. Abul Ala
This document is from a chapter about planning in a management textbook. It discusses the definition of planning as a primary managerial activity involving defining goals, strategies, and work plans. It describes the purposes of planning as providing direction, reducing uncertainty, and setting standards for control. Studies show a relationship between formal planning and higher profits/performance, though the external environment can reduce this impact. The document outlines different types of goals and plans, and discusses traditional goal setting, management by objectives, developing goals and plans, and contemporary issues in planning.
Chapter 10 management (10 th edition) by robbins and coulterMd. Abul Ala
The document provides an overview of Chapter 10 from the textbook "Managing Human Resources" by Stephen P. Robbins and Mary Coulter. It covers the key topics in the chapter, which include the human resource management process, identifying and selecting competent employees, providing employees with needed skills and knowledge through orientation and training, retaining high-performing employees, and contemporary issues in managing human resources such as downsizing and diversity. Learning outcomes are listed for each section, with definitions and explanations of important terms.
Chapter 9 management (10 th edition) by robbins and coulterMd. Abul Ala
The document discusses organizational structure and design. It covers key elements of design like work specialization, departmentalization, chain of command, span of control, and centralization. Traditional designs include functional and divisional structures. Contemporary designs incorporate teams, matrices, projects, and boundaryless approaches. Challenges involve keeping employees connected, building learning organizations, and managing global issues.
Chapter 8 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of strategic management concepts including:
- The 6 steps in the strategic management process including identifying mission/goals, external/internal analysis (SWOT), strategy formulation, implementation, and evaluation.
- Three types of corporate strategies: growth, stability, and renewal. Growth strategies include concentration, vertical/horizontal integration, and diversification.
- Concentration strategy focuses on increasing products/markets in a primary line of business. Vertical integration aims to control inputs by becoming a self-supplier.
Ch 1 introduction to management and organizationsNardin A
The document is an introductory chapter about management and organizations from a management textbook. It defines key terms such as managers, management, and organizations. It describes the functions of management as planning, organizing, leading, and controlling. It also discusses the roles, skills, and levels of managers. Managers coordinate work, seek efficiency and effectiveness, and adapt to changes. Studying management is important because good management is needed universally, and understanding organizational structures and behaviors helps employees advance.
Chapter 15 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of a chapter on motivating employees from a management textbook. It includes learning outcomes that introduce key topics on motivation theories such as Maslow's hierarchy of needs, Herzberg's two-factor theory, goal-setting theory, equity theory, and expectancy theory. Contemporary motivation topics are also addressed, such as designing motivating jobs, reinforcement theory, and addressing unique worker groups. The document provides definitions and explanations of motivation concepts and theories through text and exhibits from the textbook.
Chapter 12 management (9 th edition) by robbins and coulterMd. Abul Ala
1) The document discusses managing organizational change and innovation. It defines key terms like change, change agents, organizational development techniques, and stresses the importance of managing resistance to change.
2) It examines different types of change including structural, technological, people-focused, and organizational development changes. It also looks at forces driving change within and outside organizations.
3) The document outlines Lewin's three-stage change model of unfreezing, changing, and refreezing. It also discusses stimulating innovation through creativity, champions of new ideas, and characteristics of innovative companies.
Ch no 3 Organizational Culture and EnvironmentAqib Syed
This document provides an overview of chapter 3 from the textbook "Organizational Culture and Environment" by Stephen P. Robbins and Mary Coulter. It includes learning outcomes, definitions of key terms, and exhibits exploring topics such as the symbolic vs omnipotent views of management, dimensions of organizational culture, how culture affects managers, issues regarding organizational culture, and components of the external environment. The document is intended to guide the reader in learning about how organizational culture and external environment impact managers.
This document provides an overview of chapter 7 from the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter discusses the foundations of planning, including defining planning, the purposes of planning, and the relationship between planning and organizational performance. It also covers the key elements of planning such as goals, plans, types of goals (e.g. financial, strategic), and types of plans (e.g. strategic, operational, short-term, long-term). Traditional goal setting and Management By Objectives (MBO) are described as approaches to setting goals and developing plans.
The document discusses organizational structure and design. It describes six key elements of organizational design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It also contrasts mechanistic and organic structures and discusses how contingency factors like strategy, size, technology, and environmental uncertainty influence structural choices. Traditional designs like functional, divisional, and simple structures are also outlined.
Chapter 4 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of managing in a global environment. It discusses key topics such as adopting a global perspective and avoiding parochialism. It also outlines different types of international organizations like multinational corporations and describes challenges of managing globally like significant cultural differences. Regional trading agreements like the European Union and challenges of the global economic and legal environments that affect international managers are summarized.
Chapter 3 management (9 th edition) by robbins and coulterMd. Abul Ala
This document provides an outline for Chapter 3 of an organizational behavior textbook. It covers several key topics:
- The manager's role can be seen as either omnipotent or symbolic, with discretion constrained by culture and environment.
- Organizational culture is shaped by values, symbols and practices that influence employee behavior. Strong cultures with widely shared values provide benefits but also constraints for managers.
- Managers must address issues like creating ethical, innovative and customer-focused cultures. Workplace spirituality is also an emerging concern.
- The external environment, including specific industry forces and broader societal factors, affects organizational performance and managerial discretion. Managing stakeholder relationships is important.
Chapter 17 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of controlling as the final step in the management process. It discusses the importance of control, describes the three steps in the control process, and explains how managers measure and control organizational performance. Key tools for controlling performance include financial ratios, budgets, balanced scorecards, and information systems. The document also covers contemporary control issues around cross-cultural differences, workplace concerns, and customer interactions.
Chapter 6 management (10 th edition) by robbins and coulterMd. Abul Ala
The document outlines key concepts about managerial decision making including:
1) The eight step decision making process involves identifying a problem, criteria, alternatives, selecting an alternative, implementation, and evaluation.
2) Managers face bounded rationality and may satisfice rather than optimize. They can also escalate commitment to past decisions.
3) Decisions are either programmed and routine or nonprogrammed and unique. They also occur under certainty, risk, or uncertainty.
This document summarizes the major historical approaches to management including:
1. The classical approach including scientific management pioneered by Taylor which emphasized efficiency and studying workers.
2. The quantitative approach which evolved from using math/stats to solve logistics problems in WWII and focuses on improving decision making.
3. The behavioral approach including the Hawthorne studies which found social factors strongly influence worker output more than incentives.
It also discusses the contingency/contemporary approach which argues there is no universal set of management principles and the best approach depends on contingencies like organization size, task routineness, and environment uncertainty.
Chapter 11 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of managing teams and groups. It discusses types of groups, stages of group development, factors that influence group performance and satisfaction, turning groups into effective teams, and challenges of managing teams. Some key points include defining formal and informal groups, outlining the forming, storming, norming, performing, and adjourning stages of group development, and comparing advantages of using teams versus individuals. The document also examines how group structure, processes, tasks, and external conditions impact a group's effectiveness.
Chapter 16 management (10 th edition) by robbins and coulterMd. Abul Ala
The document summarizes key concepts from a chapter on leadership from a management textbook. It defines leadership and discusses early theories on leadership traits and behaviors. It then covers contingency theories of leadership, including Fiedler's model, situational leadership theory, and path-goal theory. Contemporary views of leadership presented include transactional vs transformational leadership as well as charismatic, visionary, and team leadership.
The document outlines the eight-step decision-making process that includes identifying problems, criteria, alternatives, analyzing alternatives, selecting an alternative, implementing it, and evaluating the decision. It also discusses common decision-making biases that can negatively impact decisions such as anchoring bias, confirmation bias, and sunk cost errors. Managers make strategic, tactical, and routine decisions and should aim to make optimal decisions using rational and objective processes.
Chapter 18 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of chapter 18 from the textbook "Managing Operations" by Stephen P. Robbins and Mary Coulter. It covers the key topics in operations management including defining operations management, the role of operations managers in improving productivity, value chain management, quality initiatives like ISO 9000 and Six Sigma, and current issues like the role of technology and mass customization. The learning outcomes at the start list the main sections and key concepts covered in the chapter.
This document summarizes key points from Chapter 17 of the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter introduces the topic of controlling, which refers to monitoring activities to ensure goals are accomplished as planned and correcting deviations. It describes the three step control process of measuring performance, comparing to standards, and taking corrective action. It also discusses tools for measuring organizational performance such as financial ratios, balanced scorecards, and benchmarking. Finally, it covers contemporary issues in control relating to cross-cultural differences, workplace concerns, and customer interactions.
Chapter 13 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of chapter 13 from the textbook "Management" by Stephen P. Robbins and Mary Coulter. It covers the focus and goals of organizational behavior, including explaining, predicting, and influencing six important employee behaviors. It also discusses psychological factors that affect employee behavior, including attitudes, personality, perception, learning, job satisfaction, and workplace misbehavior. Managers can use this information to understand employee behavior and its impacts on productivity, absenteeism, turnover, and other important outcomes.
1. The document discusses planning in management, including defining planning, the purposes of planning, and the relationship between planning and organizational performance. It also addresses planning in Arab culture.
2. Goals and plans are defined, with goals being desired outcomes and plans outlining how goals will be achieved. Different types of goals and plans are described.
3. Setting goals and developing plans is covered, including traditional goal setting, management by objectives (MBO), writing good goals, contingency factors in planning, and approaches to planning.
The document discusses managing organizational change and innovation. It describes Lewin's three-step change process of unfreezing, changing, and refreezing. It also identifies different types of change like structural, technological, and personnel changes. Managing resistance to change and stress during change processes is also addressed. Techniques for stimulating innovation include cultivating the right structural, cultural, and human resource environments within an organization. Idea champions are important for supporting new ideas and ensuring their implementation.
The document summarizes key aspects of decision making by managers from a chapter in a management textbook. It discusses the eight-step decision making process, types of decisions including programmed versus nonprogrammed, and decision making conditions such as certainty and risk. Key models and exhibits are presented to illustrate decision criteria weighting, alternative assessment, and the differences between structured and unstructured problems.
chapter 1 INTRODUCTION TO MANAGEMENT.pptBinduNair38
Managers are important to organizations because they coordinate work activities to help the organization achieve its goals efficiently and effectively. Managers work at all levels of organizations and perform key functions like planning, organizing, leading, and controlling. The manager's role is changing with factors like focus on customers, innovation, and sustainability. Studying management provides insight into universal principles that apply to organizations of all types, sizes, and locations.
This document summarizes key chapters from Organizational Behavior by Stephen P. Robbins. Chapter 3 covers values, attitudes, and job satisfaction. It defines values and attitudes, discusses how they relate to behavior, and frames job satisfaction in terms of its relationship to performance, absenteeism, and turnover. Responses to job dissatisfaction are also examined, including exit, voice, loyalty, and neglect.
The document discusses planning in organizations. It defines planning as involving defining goals, establishing strategies, and developing plans. It describes different types of goals like financial and strategic goals. It also outlines different types of plans such as strategic plans, operational plans, long-term plans, and short-term plans. The document discusses traditional top-down goal setting and contrasts it with approaches like management by objectives that involve employees in the planning process. It notes criticisms of planning and ways organizations can plan effectively in dynamic environments.
The document outlines key concepts from a chapter on management and organizations. It defines management and describes managers' functions, including planning, organizing, leading and controlling. It also discusses different types of managers and their roles. Managers' jobs are changing with greater emphasis on customer service and innovation. An organization is defined as a deliberate arrangement of people to achieve a common purpose. Studying management is valuable because good management is needed universally and understanding different concepts is important whether managing others or being managed.
This document outlines a learning outline for a chapter on foundations of planning. It discusses key topics like what planning is, purposes of planning, how managers plan through goals and plans, establishing goals and developing plans using approaches like management by objectives, characteristics of well-designed goals, steps in goal setting, and developing plans while considering contingency factors. The learning outline provides definitions, descriptions, and explanations of these planning concepts and processes.
This document provides an overview of chapter 7 from the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter discusses the foundations of planning, including defining planning, the purposes of planning, and the relationship between planning and organizational performance. It also covers the key elements of planning such as goals, plans, types of goals (e.g. financial, strategic), and types of plans (e.g. strategic, operational, short-term, long-term). Traditional goal setting and Management By Objectives (MBO) are described as approaches to setting goals and developing plans.
This document provides an overview of chapter 7 from the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter discusses the foundations of planning, including defining planning, the purposes of planning, and the relationship between planning and organizational performance. It also covers the key elements of planning such as goals, plans, types of goals (e.g. financial, strategic), and types of plans (e.g. strategic, operational, short-term, long-term). Traditional goal setting and Management By Objectives (MBO) are described as approaches to setting goals and developing plans.
The document discusses organizational structure and design. It describes six key elements of organizational design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It also contrasts mechanistic and organic structures and discusses how contingency factors like strategy, size, technology, and environmental uncertainty influence structural choices. Traditional designs like functional, divisional, and simple structures are also outlined.
Chapter 4 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of managing in a global environment. It discusses key topics such as adopting a global perspective and avoiding parochialism. It also outlines different types of international organizations like multinational corporations and describes challenges of managing globally like significant cultural differences. Regional trading agreements like the European Union and challenges of the global economic and legal environments that affect international managers are summarized.
Chapter 3 management (9 th edition) by robbins and coulterMd. Abul Ala
This document provides an outline for Chapter 3 of an organizational behavior textbook. It covers several key topics:
- The manager's role can be seen as either omnipotent or symbolic, with discretion constrained by culture and environment.
- Organizational culture is shaped by values, symbols and practices that influence employee behavior. Strong cultures with widely shared values provide benefits but also constraints for managers.
- Managers must address issues like creating ethical, innovative and customer-focused cultures. Workplace spirituality is also an emerging concern.
- The external environment, including specific industry forces and broader societal factors, affects organizational performance and managerial discretion. Managing stakeholder relationships is important.
Chapter 17 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of controlling as the final step in the management process. It discusses the importance of control, describes the three steps in the control process, and explains how managers measure and control organizational performance. Key tools for controlling performance include financial ratios, budgets, balanced scorecards, and information systems. The document also covers contemporary control issues around cross-cultural differences, workplace concerns, and customer interactions.
Chapter 6 management (10 th edition) by robbins and coulterMd. Abul Ala
The document outlines key concepts about managerial decision making including:
1) The eight step decision making process involves identifying a problem, criteria, alternatives, selecting an alternative, implementation, and evaluation.
2) Managers face bounded rationality and may satisfice rather than optimize. They can also escalate commitment to past decisions.
3) Decisions are either programmed and routine or nonprogrammed and unique. They also occur under certainty, risk, or uncertainty.
This document summarizes the major historical approaches to management including:
1. The classical approach including scientific management pioneered by Taylor which emphasized efficiency and studying workers.
2. The quantitative approach which evolved from using math/stats to solve logistics problems in WWII and focuses on improving decision making.
3. The behavioral approach including the Hawthorne studies which found social factors strongly influence worker output more than incentives.
It also discusses the contingency/contemporary approach which argues there is no universal set of management principles and the best approach depends on contingencies like organization size, task routineness, and environment uncertainty.
Chapter 11 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of managing teams and groups. It discusses types of groups, stages of group development, factors that influence group performance and satisfaction, turning groups into effective teams, and challenges of managing teams. Some key points include defining formal and informal groups, outlining the forming, storming, norming, performing, and adjourning stages of group development, and comparing advantages of using teams versus individuals. The document also examines how group structure, processes, tasks, and external conditions impact a group's effectiveness.
Chapter 16 management (10 th edition) by robbins and coulterMd. Abul Ala
The document summarizes key concepts from a chapter on leadership from a management textbook. It defines leadership and discusses early theories on leadership traits and behaviors. It then covers contingency theories of leadership, including Fiedler's model, situational leadership theory, and path-goal theory. Contemporary views of leadership presented include transactional vs transformational leadership as well as charismatic, visionary, and team leadership.
The document outlines the eight-step decision-making process that includes identifying problems, criteria, alternatives, analyzing alternatives, selecting an alternative, implementing it, and evaluating the decision. It also discusses common decision-making biases that can negatively impact decisions such as anchoring bias, confirmation bias, and sunk cost errors. Managers make strategic, tactical, and routine decisions and should aim to make optimal decisions using rational and objective processes.
Chapter 18 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of chapter 18 from the textbook "Managing Operations" by Stephen P. Robbins and Mary Coulter. It covers the key topics in operations management including defining operations management, the role of operations managers in improving productivity, value chain management, quality initiatives like ISO 9000 and Six Sigma, and current issues like the role of technology and mass customization. The learning outcomes at the start list the main sections and key concepts covered in the chapter.
This document summarizes key points from Chapter 17 of the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter introduces the topic of controlling, which refers to monitoring activities to ensure goals are accomplished as planned and correcting deviations. It describes the three step control process of measuring performance, comparing to standards, and taking corrective action. It also discusses tools for measuring organizational performance such as financial ratios, balanced scorecards, and benchmarking. Finally, it covers contemporary issues in control relating to cross-cultural differences, workplace concerns, and customer interactions.
Chapter 13 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of chapter 13 from the textbook "Management" by Stephen P. Robbins and Mary Coulter. It covers the focus and goals of organizational behavior, including explaining, predicting, and influencing six important employee behaviors. It also discusses psychological factors that affect employee behavior, including attitudes, personality, perception, learning, job satisfaction, and workplace misbehavior. Managers can use this information to understand employee behavior and its impacts on productivity, absenteeism, turnover, and other important outcomes.
1. The document discusses planning in management, including defining planning, the purposes of planning, and the relationship between planning and organizational performance. It also addresses planning in Arab culture.
2. Goals and plans are defined, with goals being desired outcomes and plans outlining how goals will be achieved. Different types of goals and plans are described.
3. Setting goals and developing plans is covered, including traditional goal setting, management by objectives (MBO), writing good goals, contingency factors in planning, and approaches to planning.
The document discusses managing organizational change and innovation. It describes Lewin's three-step change process of unfreezing, changing, and refreezing. It also identifies different types of change like structural, technological, and personnel changes. Managing resistance to change and stress during change processes is also addressed. Techniques for stimulating innovation include cultivating the right structural, cultural, and human resource environments within an organization. Idea champions are important for supporting new ideas and ensuring their implementation.
The document summarizes key aspects of decision making by managers from a chapter in a management textbook. It discusses the eight-step decision making process, types of decisions including programmed versus nonprogrammed, and decision making conditions such as certainty and risk. Key models and exhibits are presented to illustrate decision criteria weighting, alternative assessment, and the differences between structured and unstructured problems.
chapter 1 INTRODUCTION TO MANAGEMENT.pptBinduNair38
Managers are important to organizations because they coordinate work activities to help the organization achieve its goals efficiently and effectively. Managers work at all levels of organizations and perform key functions like planning, organizing, leading, and controlling. The manager's role is changing with factors like focus on customers, innovation, and sustainability. Studying management provides insight into universal principles that apply to organizations of all types, sizes, and locations.
This document summarizes key chapters from Organizational Behavior by Stephen P. Robbins. Chapter 3 covers values, attitudes, and job satisfaction. It defines values and attitudes, discusses how they relate to behavior, and frames job satisfaction in terms of its relationship to performance, absenteeism, and turnover. Responses to job dissatisfaction are also examined, including exit, voice, loyalty, and neglect.
The document discusses planning in organizations. It defines planning as involving defining goals, establishing strategies, and developing plans. It describes different types of goals like financial and strategic goals. It also outlines different types of plans such as strategic plans, operational plans, long-term plans, and short-term plans. The document discusses traditional top-down goal setting and contrasts it with approaches like management by objectives that involve employees in the planning process. It notes criticisms of planning and ways organizations can plan effectively in dynamic environments.
The document outlines key concepts from a chapter on management and organizations. It defines management and describes managers' functions, including planning, organizing, leading and controlling. It also discusses different types of managers and their roles. Managers' jobs are changing with greater emphasis on customer service and innovation. An organization is defined as a deliberate arrangement of people to achieve a common purpose. Studying management is valuable because good management is needed universally and understanding different concepts is important whether managing others or being managed.
This document outlines a learning outline for a chapter on foundations of planning. It discusses key topics like what planning is, purposes of planning, how managers plan through goals and plans, establishing goals and developing plans using approaches like management by objectives, characteristics of well-designed goals, steps in goal setting, and developing plans while considering contingency factors. The learning outline provides definitions, descriptions, and explanations of these planning concepts and processes.
This document provides an overview of chapter 7 from the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter discusses the foundations of planning, including defining planning, the purposes of planning, and the relationship between planning and organizational performance. It also covers the key elements of planning such as goals, plans, types of goals (e.g. financial, strategic), and types of plans (e.g. strategic, operational, short-term, long-term). Traditional goal setting and Management By Objectives (MBO) are described as approaches to setting goals and developing plans.
The document outlines key concepts around planning including defining planning, differentiating between formal and informal planning, describing the purposes of planning. It discusses how managers plan through establishing goals and developing different types of plans such as strategic plans, operational plans, long-term plans, and short-term plans. The document also covers traditional goal setting, management by objectives (MBO) approach, steps in setting goals, contingency factors that affect planning, and criticisms and issues around planning in dynamic environments.
The document is a learning outline for a chapter on planning that covers:
- Defining planning and differentiating between formal and informal planning
- The purposes of planning and relationship between planning and organizational performance
- Elements of planning like goals, plans, types of goals and plans
- Approaches to establishing goals like traditional goal setting, management by objectives (MBO)
- Developing plans, factors that affect planning, and approaches to planning
- Contemporary issues in planning like criticisms of planning and effective planning in dynamic environments
This document discusses the fundamentals of planning for organizations. It defines planning as setting objectives and strategies to achieve goals, and developing coordinated plans. Planning considers both ends (goals) and means (how to achieve them). The document outlines criticisms of formal planning and discusses how planning quality and implementation contribute more to performance than the extent of planning. It also describes different types of plans based on their focus, time horizon, intended use, and level of specificity. Management by objectives and analyzing the external environment are presented as important planning approaches.
Planning is a key managerial activity that involves defining goals, establishing strategies, and developing coordinated plans. Managers plan to provide direction, reduce uncertainty, minimize waste, and set performance standards. Studies show formal planning is associated with higher profits when properly implemented over several years. Planning elements include goals that provide direction and evaluation criteria, and plans that allocate resources and schedules. Approaches to planning involve setting goals traditionally from the top-down or through participative methods like management by objectives. Effective planning in dynamic environments requires specific but flexible plans that are ongoing and can be changed when needed.
This document outlines a learning outline for a chapter on organizational planning. It defines planning, discusses why organizations plan, and describes different types of goals and plans that managers use when planning. The document also discusses approaches to setting goals, developing plans, and how planning can be effective even in dynamic environments.
This document discusses planning as a managerial activity that involves defining goals, strategy, and integrated plans. It describes the purposes of planning as providing direction, reducing uncertainty, and minimizing waste. Effective planning includes establishing measurable goals, developing specific plans, and communicating goals throughout the organization. The relationship between planning and performance is also explored.
The document summarizes a chapter about foundations of planning from a management textbook. It discusses key topics such as defining planning, the purposes of planning, different types of plans like strategic and operational plans, how goals and plans are established within organizations using approaches like traditional goal setting and management by objectives, and contemporary issues in planning. The learning outline provides a structured guide to the contents and major sections within the chapter.
The document describes the process of setting corporate goals. It notes that traditionally, broad goals are set at the top of the organization and then broken down into subgoals for each level. This can result in goals losing focus as they move down. Alternatively, management by objectives (MBO) involves employees and managers jointly determining specific, measurable goals and periodically reviewing progress toward accomplishing them. The rewards are then based on meeting the agreed upon goals.
This document provides an overview of planning concepts from a management textbook. It begins by defining planning as a primary managerial activity involving defining goals, strategies, and plans. It distinguishes between informal and formal planning. Studies show formal planning is associated with higher profits when implementation is high quality. Goals and plans are the key elements of planning. Goals provide direction and performance standards, while plans outline how to achieve goals. The document outlines different types of goals, plans, and approaches to planning, including management by objectives. It concludes with characteristics of well-designed goals and the steps in setting goals.
This document outlines the key concepts in planning from a chapter on foundations of planning. It covers:
1) What planning is, including defining planning, differentiating between formal and informal planning, and discussing the purposes of planning and relationship between planning and performance.
2) How managers plan, including defining goals and plans, describing types of goals and plans, and explaining the importance of understanding stated vs. real goals.
3) Establishing goals and developing plans, discussing traditional goal setting, management by objectives approach, characteristics of well-designed goals, and the steps in setting goals.
This document outlines the key concepts in planning from a chapter on foundations of planning. It covers:
1) What planning is, including defining planning, differentiating between formal and informal planning, and discussing the purposes of planning and relationship between planning and performance.
2) How managers plan, including defining goals and plans, describing types of goals and plans, and explaining the importance of understanding stated vs. real goals.
3) Establishing goals and developing plans, discussing traditional goal setting, management by objectives approach, characteristics of well-designed goals, and the steps in setting goals.
The document is a chapter from a management textbook that discusses planning. It covers several key topics:
1) It defines planning as a primary managerial activity involving defining goals, strategies, and plans. Planning can be formal or informal.
2) Formal planning is associated with higher profits and performance, though quality of planning matters more than extent. External factors can reduce planning's impact on performance.
3) Goals provide direction and evaluation, while plans outline how to achieve goals through allocating resources and schedules. Traditional goal setting has limitations, while management by objectives (MBO) involves participative goal setting.
4) Characteristics of effective goals include being written, measurable, challenging, and communicated
Planning involves determining a future course of action in advance. It is a primary managerial function that specifies objectives and selects alternative courses of action to achieve goals. There are different types and levels of plans, including strategic plans that apply to the entire organization, and operational plans that specify how strategic goals will be achieved. Effective planning requires establishing goals, developing alternative strategies, evaluating options, and implementing and reviewing derivative plans. However, planning also faces criticisms such as potentially creating rigidity or not adapting to dynamic environments.
Text Mining - Advanced Customer AnalyticsAqib Syed
Text mining is a process of deriving/extracting high quality meaningful information and patterns.
Text analysis involves information retrieval, analysis to study word frequency distributions, pattern recognition, information extraction, data mining techniques including link and association analysis, visualization, and predictive analytics.
A research study applying Text Mining and Machine Learning tools.
The authors find that loan applicants' choice of words reveals insights into their intentions, circumstances, and personality.
This information is powerful in predicting loan repayment, going beyond typical financial and demographic factors.
Potential borrowers submit their request for a loan for a specific amount with a specific maximum interest rate (they are willing to pay).
The loan amount they wish to borrow must in (between $1,000 and $25,000 in the data).
Prosper verifies all financial information, including the potential borrower’s credit score.
Textual variables:
The number of characters in the title and the text box.
The percentage of words with six or more letters.
SMOG: This measures writing quality by mapping it to number of years of formal education needed to easily understand the text in first reading.
Count of spelling mistakes.
Bigrams : Two-word combinations (help to understand the context and the pattern).
Financial variable:
Loan amount, borrower’s credit grade, Debt to income ratio.
Demographic variables:
Gender, age, location, race.
Aim:
To evaluate whether the text used by borrowers in their loan application predicts their loan default.
Machine Learning Methods:
Ensemble stacking approach
Train each model on the calibration data (2 logistics regression and 3 tree-based methods).
Build a weighting model to combine the models calibrated in the first model.
KNOWLEDGE BASED ENTREPRENEURSHIP - ALT Business Plan59cc9dee8.pdfAqib Syed
Moving from one country to another is just as usual as going to another city in this global village. People move for their work, study, or to immigrate. Due to this closeness of the boundary, things are getting available everywhere, and people are less likely to compromise to satisfy their demands. This is also relevant to food which is why we observe the growing trend of various restaurants everywhere, but when it comes to cooking food, there are still some unfulfilled areas. That is where we tried to look for a problem to solve for the consumers.
1.2 Vision
“To be Norway’s best provider of 1000+ varieties of authentic baskets with tastes from all over the world contributing towards sharing the food culture.”
1.3 Mission
Our mission is to offer an authentic taste experience in each basket we sell by supplementing traditional ingredients from different countries under one e-platform. We will offer customizable baskets based on the number of servings and a digital recipe book in each basket that instructs the food enthusiast on the proper ingredients and amount to be utilized while cooking their favorite or different cuisines. Customer satisfaction will be our top priority because it will ultimately help us generate greater demand and accomplish our vision.
Challenged-Based Learning Project on IVAR IKS (Digitalisation and sustainabil...Aqib Syed
IVAR is a company owned by Stavanger, Sola, Sandnes, Gjesdal, Hå, Time, Strand, Hjelmeland, Kvitsøy, Randaberg, Klepp and Suldal- kommune. It stands for Interkommunalt Vann Avløp Renovasjon. It has the responsibility for the sanitation, drainage and renovation in the region. Their vision is to have a society where nothing gets wasted (IVAR, 2021). At the same time, they are working on utilizing the resources they get in everyday in a productive and efficient way.
Their goal as a company as they are treating water is to be able to throw out sewage and wastewater to the ocean, without harming the marine life in it (IVAR,2021). While they also recycle the wastes that comes in every day. This makes them able to produce biogas and fertilizer.
We contacted the company via the email ivar@ivar.no and Mr Audun Roalkvam Head of recycling department at IVAR. At the Head office of IVAR at Mariero in Stavanger he gave us a brief interview. During this interview he gave us the answears for our most important questions. This report will proceed further in the light of factual insights provided by Mr Audun.
Why IVAR?
There was a bit confusion to select in between various restaurants, mega grocery stores or wastage management companies. After some initial discussion with the team, we decided to form a list of different interrelated questions regarding food wastage and we went to Rema 1000, Coop Mega, and Kiwi on the first outdoor visit and they gave us some emails to contact to right person in the company. We sent them emails with our questions but still could not get the answers. However, meanwhile we decided to finalize the one restaurant which may be popular and having a good traffic of customers as the food wastage could be a mandatory problem for them. Hence, we explored Villa 22, Olivia Torget, Egon Stavanger and Harry Pepper. After few hours of Intractive interview sessions with the staff and concerned person, we ended up concluding that they were doing their best to minimize food wastage. We came to know that it is a legal practice to throw the partially eaten or even the untouched food coming from the customer’s table so we can't do much about that, and regarding the food which is left behind is the refrigerator and can get expired within few days, they answered that our professional chefs are intelligent enough hence they know how precisely they can get the most out of it before it gets expired. Conversely, we were not satisfied on this response because it is nearly impossible to have a that precise check and balance in the inventory which is fragile as we also found a verbal evidence from other restaurants that they said we encourage our working staff to take that food which is going get expired within few days and it is not required anymore. That was where we ended up concluding that our first question is not worth anymore to work on it so it led us to reconsider our second question on how to improve food waste more efficiently with digitalization
E Scooters in Scandinavia and SustainabilityAqib Syed
This article describes the result on how electrical scooters and their swappable batteries have an impact on the environment. One of the leading companies, called TIER, has been selected for the analysis and exploration of the sustainability proposition. There will be an in-depth analysis of both circular and linear economies in terms of the company's perspective. The research is based on both theories from different articles, but also by an anonymous survey sent out to people.
Through the survey, it’s been observed an insight into how important sustainability and the environment are for the individual. Furthermore, the various answers in the survey stated that many chose to use electric scooters both because of accessibility, but also because of the environment. All this related to linear and circular economy, shows that TIER has thought about reuse by using reusable swappable batteries.
The conclusion that was drawn in this text is that for many, climate, environment and sustainability are important facts when it comes to everyday choices. Using recycling, instead of throwing away products, is important. Furthermore, one can then see that the survey corresponds with much of the theoretical basis.
The Great Leader Muhammad Ali Jinnah
This presentation was a project of History of Sub Continent. Dr Zabir Saeed Badar are supporting the "batch of 2019 BBA (Hons) Semester 7"
Sir Syed Ahmed Khan Bahadur -History of PakistanAqib Syed
Sir Syed Ahmed Khan was an Indian scholar and reformist who founded the Muhammadan Anglo-Oriental College, which later developed into the Aligarh Muslim University. He realized the importance of education for Muslims and opened several schools and societies. In 1877, he established the Muhammadan Anglo-Oriental College, which aimed to modernize Muslims through Western education while preserving their Islamic and cultural identity. Through his writings and educational initiatives, Sir Syed strived to improve relations between Muslims and the British and promote unity between the two communities.
Pakistan Resolution 1940 -History of PakistanAqib Syed
Pakistan Resolution 1940 -History of Pakistan
This Documentary was a project of History of Sub Continent. Dr Zabir Saeed Badar are supporting the "batch of 2019 BBA (Hons) Semester 7"
Rise of Mughal Empire (1625-1707)- History of SubContinentAqib Syed
Rise of Mughal Empire (1625-1707)- History of SubContinent
This Documentary was a project of History of Sub Continent. Dr Zabir Saeed Badar are supporting the "batch of 2019 BBA (Hons) Semester 7".
Decline of Mughals (1707-1857) -History of SubContinentAqib Syed
Decline of Mughals (1707-1857) -History of SubContinent
This Documentary was a project of History of Sub Continent. Dr Zabir Saeed Badar are supporting the "batch of 2019 BBA (Hons) Semester 7".
All the footage is recorded in Lahore Museum, Mall Road Lahore.
BBA Semester 7 (Batch 2015-2019)
GroupMembers:
Syed Aqib Ali
Mudassar Ahmad
Rizwan Naseer
Muhammad Huzaifa
Nimra Shafiq
Special Thanks to Prof. Zabir Saeed Badar.
You can watch a detailed video here:
https://www.youtube.com/watch?v=_WF-tvxlflk&t=26s
Allama Muhammad Iqbal as a Dreamer of Pakistan- History of SubContinentAqib Syed
Allama Muhammad Iqbal as a Dreamer of Pakistan- History of SubContinent
Sir Muhammad Iqbal (November 9, 1877 – April 21, 1938), widely known as Allama Iqbal, was a Muslim poet and philosopher . He became the national poet of Pakistan. He is also known as the poet of East. He wrote poetry in Urdu and Persian. His poetry is considered to be revolutionary.[1] His vision of an independent state for the Muslims of British India was a starting point for the creation of Pakistan. He is commonly referred to as Dr Allama Iqbal.
East Pakistan Separation- History of SubContinentAqib Syed
East Pakistan Separation- History of SubContinent
Political system in Pakistan broke down in 1971 because of output failure arising out of conflict among East and West Pakistan.
Though separation of East Pakistan occurred in 1971, the separation’s elements had begun to work with the emergence of Pakistan in 1947. Following were the main causes of the separation of East Pakistan.
General Muhammad Zia Ul Haq - Dictatorship in PakistanAqib Syed
General Muhammad Zia Ul Haq - Dictatorship in Pakistan
Zia was born in Jalandhar, British India, in 1924 asthe second child of Muhammad Akbar, who workedin the Army GHQ in Delhi and Selma, prior to theliberation of Pakistan from British colonial rule in1947.
He completed his initial education in Selma andthen attended St. Stephen's College, Delhi for hisgraduate degree. After graduation from St. XavierCollege, Zia joined the British Indian Army in 1943.
In 1957, Zulfikar Ali Bhutto became the youngest
member of Pakistan's delegation to the United Nations.
As his father was politically active, Bhutto had learned
politics and its affairs from very early age.
In 1958, he became Pakistan’s youngest cabinet
minister. He was assigned ministry of Water and
Power.
He was then given ministry of Commerce,
Communication and Industry.
Close and trustworthy to Ayub Khan.
Indus Water Treaty and Oil Exploration Agreement.
1963, Bhutto became Foreign Minister.
Ashoka- The Great _History of SubcontinentAqib Syed
Ashoka- The Great _History of Subcontinent
Ashoka, sometimes Ashoka the Great, was an Indian emperor of the Maurya Dynasty, who ruled almost all of the Indian subcontinent from c. 268 to 232 BCE.
This Documentary was a project of History of Sub Continent. Dr Zabir Saeed Badar are supporting the "batch of 2019 BBA (hons) Semester 7".
BBA Semester 7 (Batch 2015-2019)
GroupMembers:
Hamza Walayat
Muhammad Usman
Muhammad Zeeshan
Mian Umer
Rana Furqan
Touqeer Ashraf
Perception and Marketing- Consumer BehaviorAqib Syed
A research technique that enables marketers to plot graphically consumers’ perceptions concerning product attributes of specific brands.
Perception and Marketing- Consumer Behavior
A High–Involvement Learning Situation is one in which the consumer is motivated to process or learn the material.
A Low–Involvement Learning Situation is one in which the consumer has a little or no motivation to process or learn the material.
Exposure, Attention and Interpretation -Consumer BehaviorAqib Syed
Exposure, Attention and Interpretation -Consumer Behavior
Exposure provides consumers with the opportunity to pay attention to available information but in no way guarantees it.
Exposure
Kinds of Exposure
Examples of exposure
Attention
Kinds of Attention
Examples of Attention
Interpretation
Kinds of Interpretation
Examples of Interpretation
Emotions and Marketing Strategy- Cosnumer BehaviorAqib Syed
Emotions and Marketing Strategy- Cosnumer Behavior
We all experience hundreds of emotions and there are no words to explain all of them
Emotion can be positive an negative ; they can give happiness or unhappiness and discomfort.
An attitude is a hypothetical construct
that represents an individual's degree of
like or dislike for an item.
Types of Attitude
Functions of Attitude
Elements of Attitude
Theories of Attitude
Measuring Sources of Brand Equity -Brand ManagementAqib Syed
Measuring the sources of brand equity.
The use of social media platforms and websites to promote a product or service. (Wikipedia)
Refers to techniques that target social networks and applications to spread brand awareness or promote particular products. (Techopedia)
Conferences like DigiMarCon provide ample opportunities to improve our own marketing programs by learning from others. But just because everyone is jumping on board with the latest idea/tool/metric doesn’t mean it works – or does it? This session will examine the value of today’s hottest digital marketing topics – including AI, paid ads, and social metrics – and the truth about what these shiny objects might be distracting you from.
Key Takeaways:
- How NOT to shoot your digital program in the foot by using flashy but ineffective resources
- The best ways to think about AI in connection with digital marketing
- How to cut through self-serving marketing advice and engage in channels that truly grow your business
Did you know that while 50% of content on the internet is in English, English only makes up 26% of the world’s spoken language? And yet 87% of customers won’t buy from an English only website.
Uncover the immense potential of communicating with customers in their own language and learn how translation holds the key to unlocking global growth. Join Smartling CEO, Bryan Murphy, as he reveals how translation software can streamline the translation process and seamlessly integrate into your martech stack for optimal efficiency. And that's not all – he’ll also share some inspiring success stories and practical tips that will turbocharge your multilingual marketing efforts!
Key takeaways:
1. The growth potential of reaching customers in their native language
2. Tips to streamline translation with software and integrations to your tech stack
3. Success stories from companies that have increased lead generation, doubled revenue, and more with translation
Gokila digital marketing| consultant| Coimbatoredmgokila
Myself Gokila digital marketing consultant located in Coimbatore other various types of digital marketing services such as SEM
SEO SMO SMM CAMPAIGNS content writing web design for all your business needs with affordable cost
Digital Marketing Services | Techvolt Software :
Digital Marketing is a latest method of Marketing techniques widely used across the Globe. Digital Marketing is an online marketing technique and methods used for all products and services through Search Engine and Social media advertisements. Previously the marketing techniques were used without using the internet via direct and indirect marketing strategies such as advertising through Telemarketing,Newspapers,Televisions,Posters etc.
List of Services offered in Digital Marketing |Techvolt Software :
Techvolt Software offers best Digital Marketing services for promoting your products and services through online platform on the below methods of Digital marketing
1. Search Engine Optimization (SEO)
2. Search Engine Marketing (SEM)
3. Social Media Optimization (SMO)
4. Social Media Marketing (SMM)
5. Campaigns
Importance | Need of Digital Marketing (Online Promotions) :
1. Quick Promotions through Online
2. Generation of More leads and Business Enquiries via Search Engine and Social Media Platform
3. Latest Technology development vs Business promotions
4. Creation of Social Branding
5. Promotion with less investment
Benefits Digital Marketing Services at Techvolt software :
1. Services offered with Affordable cost
2. Free Content writing
3. Free Dynamic Website design*
4. Best combo offers on website Hosting,design along with digital marketing services
5. Assured Lead Generation through Search Engine and Social Media
6. Online Maintenance Support
Free Website + Digital Marketing Services
Techvolt Software offers Free website design for all customer and clients who is availing the digital marketing services for a minimum period of 6 months.
With Regards
Gokila digital marketer
Coimbatore
How to Use AI to Write a High-Quality Article that Ranksminatamang0021
In the world of content creation, many AI bloggers have drifted away from their original vision, resulting in low-quality articles that search engines overlook. Don't let that happen to you! Join us to discover how to leverage AI tools effectively to craft high-quality content that not only captures your audience's attention but also ranks well on search engines.
Disclaimer: Some of the prompts mentioned here are the examples of Matt Diggity. Please use it as reference and make your own custom prompts.
From Hope to Despair The Top 10 Reasons Businesses Ditch SEO Tactics.pptxBoston SEO Services
From Hope to Despair: The Top 10 Reasons Businesses Ditch SEO Tactics
Are you tired of seeing your business's online visibility plummet from hope to despair? When it comes to SEO tactics, many businesses find themselves grappling with challenges that lead them to abandon their strategies altogether. In a digital landscape that's constantly evolving, staying on top of SEO best practices is crucial to maintaining a competitive edge.
In this blog, we delve deep into the top 10 reasons why businesses ditch SEO tactics, uncovering the pain points that may resonate with you:
1. Algorithm Changes: The ever-changing algorithms can leave businesses feeling like they're chasing a moving target. Search engines like Google frequently update their algorithms to improve user experience and provide more relevant search results. However, these updates can significantly impact your website's visibility and ranking if you're not prepared.
2. Lack of Results: Investing time and resources without seeing tangible results can be disheartening. The absence of immediate results often leads businesses to lose faith in their SEO strategies. It's important to remember that SEO is a long-term game that requires patience and consistent effort.
3. Technical Challenges: From site speed issues to complex metadata implementation, technical hurdles can be daunting. Overcoming these challenges is crucial for SEO success, as technical issues can hinder your website's performance and user experience.
4. Keyword Competition: Fierce competition for top keywords can make it hard to rank effectively. Businesses often struggle to find the right balance between targeting high-traffic keywords and finding less competitive, niche keywords that can still drive significant traffic.
5. Lack of Understanding of SEO Basics: Many businesses dive into the complex world of SEO without fully grasping the fundamental principles. This lack of understanding can lead to several issues:
Keyword Awareness: Failing to recognize the importance of keyword research and targeting the right keywords in content.
On-Page Optimization: Ignorance regarding crucial on-page elements such as meta tags, headers, and content structure.
Technical SEO Best Practices: Overlooking essential aspects like site speed, mobile responsiveness, and crawlability.
Backlinks: Not understanding the value of high-quality backlinks from reputable sources.
Analytics: Failing to track and analyze data prevents businesses from optimizing their SEO efforts effectively.
6. Unrealistic Expectations and Timeframe: Entrepreneurs often fall prey to the allure of quick fixes and overnight success. Unrealistic expectations can overshadow the reality of the time and effort needed to see tangible results in the highly competitive digital landscape. SEO is a long-term strategy, and setting realistic goals is crucial for success.
#SEO #DigitalMarketing #BusinessGrowth #OnlineVisibility #SEOChallenges #BostonSEO
Yes, It's Your Fault Book Launch WebinarDemandbase
From Blame to Gain: Achieving Sales and Marketing Alignment to Drive B2B Growth.
Tired of the perpetual tug-of-war between your sales and marketing teams? Come hear Demandbase Chief Marketing Officer, Kelly Hopping and Chief Sales Officer, John Eitel discuss key insights from their new book, “Yes, It’s Your Fault! From Blame to Gain: Achieving Sales and Marketing Alignment to Drive B2B Growth.”
They’ll share their no-nonsense approach to bridging the sales and marketing divide to drive true collaboration — once and for all.
In this webinar, you’ll discover:
The underlying dynamics fueling sales and marketing misalignment
How to implement practical solutions without disrupting day-to-day operations
How to cultivate a culture of collaboration and unity for long-term success
How to align on metrics that matter
Why it’s essential to break down technology and data silos
How ABM can be a powerful unifier
What’s “In” and “Out” for ABM in 2024: Plays That Help You Grow and Ones to L...Demandbase
Delve into essential ABM ‘plays' that propel success while identifying and leaving behind tactics that no longer yield results. Led by ABM Experts, Jon Barcellos, Head of Solutions at Postal and Tom Keefe, Principal GTM Expert at Demandbase.
The Forgotten Secret Weapon of Digital Marketing: Email
Digital marketing is a rapidly changing, ever evolving industry--Influencers, Threads, X, AI, etc. But one of the most effective digital marketing tools is also one of the oldest: Email. Find out from two Houston-based digital experts how to maximize your results from email.
Key Takeaways:
Email has the best ROI of any digital tactic
It can be used at any stage of the customer journey
It is increasingly important as the cookie-less future gets closer and closer
Efficient Website Management for Digital Marketing ProsLauren Polinsky
Learn how to optimize website projects, leverage SEO tactics effectively, and implement product-led marketing approaches for enhanced digital presence and ROI.
This session is your key to unlocking the secrets of successful digital marketing campaigns and maximizing your business's online potential.
Actionable tactics you can apply after this session:
- Streamlined Website Management: Discover techniques to streamline website development, manage day-to-day operations efficiently, and ensure smooth project execution.
- Effective SEO Practices: Gain valuable insights into optimizing your website for search engines, improving visibility, and driving organic traffic to your digital assets.
- Leverage Product-Led Marketing: Explore strategies for incorporating product-led marketing principles into your digital marketing efforts, enhancing user engagement and driving conversions.
Don't miss out on this opportunity to elevate your digital marketing game and achieve tangible results!
Can you kickstart content marketing when you have a small team or even a team of one? Why yes, you can! Dennis Shiao, founder of marketing agency Attention Retention will detail how to draw insights from subject matter experts (SMEs) and turn them into articles, bylines, blog posts, social media posts and more. He’ll also share tips on content licensing and how to establish a webinar program. Attend this session to learn how to make an impact with content marketing even when you have a small team and limited resources.
Key Takeaways:
- You don't need a large team to start a content marketing program
- A webinar program yields a "one-to-many" approach to content creation
- Use partnerships and licensing to create new content assets
In this humorous and data-heavy Master Class, join us in a joyous celebration of life honoring the long list of SEO tactics and concepts we lost this year. Remember fondly the beautiful time you shared with defunct ideas like link building, keyword cannibalization, search volume as a value indicator, and even our most cherished of friends: the funnel. Make peace with their loss as you embrace a new paradigm for organic content: Pillar-Based Marketing. Along the way, discover that the results that old SEO and all its trappings brought you weren’t really very good at all, actually.
In this respectful and life-affirming service—erm, session—join Ryan Brock (Chief Solution Officer at DemandJump and author of Pillar-Based Marketing: A Data-Driven Methodology for SEO and Content that Actually Works) and leave with:
• Clear and compelling evidence that most legacy SEO metrics and tactics have slim to no impact on SEO outcomes
• A major mindset shift that eliminates most of the metrics and tactics associated with SEO in favor of a single metric that defines and drives organic ranking success
• Practical, step-by-step methodology for choosing SEO pillar topics and publishing content quickly that ranks fast
In this dynamic session titled "Future-Proof Like Beyoncé: Syncing Email and Social Media for Iconic Brand Longevity," Carlos Gil, U.S. Brand Evangelist for GetResponse, unveils how to safeguard and elevate your digital marketing strategy. Explore how integrating email marketing with social media can not only increase your brand's reach but also secure its future in the ever-changing digital landscape. Carlos will share invaluable insights on developing a robust email list, leveraging data integration for targeted campaigns, and implementing AI tools to enhance cross-platform engagement. Attendees will learn how to maintain a consistent brand voice across all channels and adapt to platform changes proactively. This session is essential for marketers aiming to diversify their online presence and minimize dependence on any single platform. Join Carlos to discover how to turn social media followers into loyal email subscribers and ultimately, drive sustainable growth and revenue for your brand. By harnessing the best practices and innovative strategies discussed, you will be equipped to navigate the challenges of the digital age, ensuring your brand remains relevant and resonant with your audience, no matter the platform. Don’t miss this opportunity to transform your approach and achieve iconic brand longevity akin to Beyoncé's enduring influence in the entertainment industry.
Key Takeaways:
Integration of Email and Social Media: Understanding how to seamlessly integrate email marketing with social media efforts to expand reach and reinforce brand presence. Building a Robust Email List: Strategies for developing a strong email list that provides a direct line of communication to your audience, independent of social media algorithms. Data Integration for Targeted Campaigns: Leveraging combined data from email and social media to create personalized, targeted marketing campaigns that resonate with the audience. Utilization of AI Tools: Implementing AI and automation tools to enhance efficiency and effectiveness across marketing channels. Consistent Brand Voice Across Platforms: Maintaining a unified brand voice and message across all digital platforms to strengthen brand identity and user trust. Proactive Adaptation to Platform Changes: Staying ahead of social media platform changes and algorithm updates to keep engagement high and interactions meaningful. Conversion of Social Followers to Email Subscribers: Techniques to encourage social media followers to subscribe to email, ensuring a direct and consistent connection. Sustainable Growth and Minimized Platform Dependence: Strategies to diversify digital presence and reduce reliance on any single social media platform, thereby mitigating risks associated with platform volatility.
Unlock the secrets to enhancing your digital presence with our masterclass on mastering online visibility. Learn actionable strategies to boost your brand, optimize your social media, and leverage SEO. Transform your online footprint into a powerful tool for growth and engagement.
Key Takeaways:
1. Effective techniques to increase your brand's visibility across various online platforms.
2. Strategies for optimizing social media profiles and content to maximize reach and engagement.
3. Insights into leveraging SEO best practices to improve search engine rankings and drive organic traffic.
This session will aim to comprehensively review the current state of artificial intelligence techniques for emotional recognition and their potential applications in optimizing digital advertising strategies. Key studies developing AI models for multimodal emotion recognition from videos, images, and neurophysiological signals were analyzed to build content for this session. The session delves deeper into the current challenges, opportunities to help realize the full benefits of emotion AI for personalized digital marketing.
The advent of AI offers marketers unprecedented opportunities to craft personalized and engaging customer experiences, evolving customer engagements from one-sided conversations to interactive dialogues. By leveraging AI, companies can now engage in meaningful dialogues with customers, gaining deep insights into their preferences and delivering customized solutions.
Susan will present case studies illustrating AI's application in enhancing customer interactions across diverse sectors. She'll cover a range of AI tools, including chatbots, voice assistants, predictive analytics, and conversational marketing, demonstrating how these technologies can be woven into marketing strategies to foster personalized customer connections.
Participants will learn about the advantages and hurdles of integrating AI in marketing initiatives, along with actionable advice on starting this transformation. They will understand how AI can automate mundane tasks, refine customer data analysis, and offer personalized experiences on a large scale.
Attendees will come away with an understanding of AI's potential to redefine marketing, equipped with the knowledge and tactics to leverage AI in staying competitive. The talk aims to motivate professionals to adopt AI in enhancing their CX, driving greater customer engagement, loyalty, and business success.
The Strategic Impact of Storytelling in the Age of AI
In the grand tapestry of marketing, where algorithms analyze data and artificial intelligence predicts trends, one essential thread remains constant — the timeless art of storytelling. As we stand on the precipice of a new era driven by AI, join me in unraveling the narrative alchemy that transforms brands from mere entities into captivating tales that resonate across the digital landscape. In this exploration, we will discover how, in the face of advancing technology, the human touch of a well-crafted story becomes not just a marketing tool but the very essence that breathes life into brands and forges lasting connections with our audience.
In the face of the news of Google beginning to remove cookies from Chrome (30m users at the time of writing), there’s no longer time for marketers to throw their hands up and say “I didn’t know” or “They won’t go through with it”. Reality check - it has already begun - the time to take action is now. The good news is that there are solutions available and ready for adoption… but for many the race to catch up to the modern internet risks being a messy, confusing scramble to get back to "normal"