Chap10
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Successful managers possess a variety of skills including leadership, strong communication abilities, and the ability to plan, organize, solve problems and make decisions. Management styles vary from autocratic, where managers centralize power, to participative, where managers share power with employees. Cultural differences influence behaviors and managers must be sensitive to differences in areas like decision-making and employment practices.
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I do not have enough information to describe the culture at FAST-NUCES based on the seven dimensions of organizational culture. The passage provided details on management theories and organizational culture more generally, but did not include any specific information about FAST-NUCES.
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Managerial competencies are sets of knowledge, skills, behaviors, and attitudes that contribute to personal and managerial effectiveness. They include communication, planning and administration, teamwork, strategic action, multicultural awareness, and self-management abilities. Understanding managerial competencies is important for organizations to develop successful leaders, address weaknesses, and improve performance. Material management aims to obtain the right quality and quantity of materials at the right time, place, and cost through techniques like forecasting, purchasing, storage, inventory control, and supplier relationship management. It helps organizations achieve goals in a cost-effective manner.
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This document discusses the concept of management, what managers do, and the functions of management. It defines management as the process of reaching organizational goals by working with and through people and other organizational resources. Managers are responsible for directing efforts to help organizations achieve their goals by planning, organizing, leading, and controlling. The basic managerial functions are organizing, planning, controlling, and leading. Management involves coordinating human, financial, material, and information resources. There are different levels and types of managers, including first-line managers, middle managers, and top managers.
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This document discusses the importance of managers and provides an overview of management concepts. It defines management as the process of getting work done efficiently and effectively through others. The document outlines the key functions of management as planning, organizing, leading, and controlling. It also describes different levels of managers and examines factors that influence the manager's role, such as organizational structure and goals. Finally, it identifies important skills for managers, including conceptual, interpersonal, technical, and political abilities.
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This document provides an overview of the evolution of management thought from early theories like scientific management to more modern approaches. It discusses key contributors like Taylor who developed scientific management principles focusing on time-and-motion studies. Problems with scientific management led to administrative theory which sought efficiency and effectiveness through bureaucracy and clearly defined roles. Fayol further developed principles of management covering areas like division of labor, authority, and discipline. The evolution of management theory aims to find better ways to utilize organizational resources through the core functions of planning, organizing, leading and controlling.
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The first level of management in a business
Responsible for the day-to-day work of a small group of employees .
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Management involves getting work done through others efficiently and effectively to accomplish organizational objectives. The four main functions of management are planning, organizing, leading, and controlling. There are different types of managers including top managers who set overall direction, middle managers who implement strategies, first-line managers who oversee entry-level employees, and team leaders who facilitate team activities. Managers fulfill various roles such as figurehead, leader, and liaison. They require technical, human, and conceptual skills. Developing people can provide competitive advantages through practices like employment security, selective hiring, and sharing information.
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Management involves planning, organizing, leading, and controlling organizational activities and resources. It is the process of coordinating work activities to achieve organizational goals efficiently and effectively. Key functions of management include planning work, organizing resources, leading or directing employees, and controlling quality and outcomes. Managers at different levels focus on short, medium, and long-term goals and tasks. Conceptual, human, and technical skills are important for managers to perform their roles in coordinating work, sharing information, and making decisions.
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The document discusses effective management and the roles and responsibilities of managers. It explains that management requires coordinating limited resources to achieve goals while balancing various demands. The four main roles of managers are planning, organizing, controlling, and leading. Planning involves setting strategic, tactical, and operational goals. Organizing is allocating resources and delegating tasks. Controlling monitors performance and makes adjustments. Leading motivates employees through communication, delegation, and other skills. Different management styles are chosen based on situational factors like the task, team skills, and constraints.
Day1
The document introduces management concepts and processes. It describes the difference between managers and operative employees, and the three levels of managers. It defines management as the process of getting things done efficiently and effectively through others. The four primary management processes are planning, organizing, leading, and controlling. Studying management is important because organizations benefit from good management, and understanding management prepares one to manage or be managed.
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This chapter discusses the nature of management and the manager's job. It defines management as a set of activities including planning, organizing, leading and controlling organizational resources to achieve goals efficiently and effectively. It describes the four main management functions and different types of managers based on their level and area in the organization. The chapter also outlines managerial roles, skills, and how management involves both science and art. It concludes by discussing paths to becoming a manager and types of organizations.
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This document discusses management concepts and provides definitions of key terms. It summarizes Armenia's positions related to management in the Global Competitiveness Report, and defines management, organization, and manager. It also outlines the management process including planning, organizing, leading, and controlling. Effectiveness and efficiency are discussed as important criteria for measuring management. The roles and skills required of managers are summarized.
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Chap10
- 7. Use of Power or Authority by Managers Maximize Minimize Power or Authority to Control Others Free-rein Managers Participative Managers Autocratic Managers
- 10. Use of Power or Authority by Managers Maximize Minimize Power or Authority to Control Others Free-rein Managers Participative Managers Autocratic Managers
- 19. Organization by Function Product Development Manager Manufacturing Manager Sales Manager Business Affairs Manager VP for Production VP for Customer Service President
- 20. Organization by Product Shoe Division Accessory Division Apparel Division Vice President President
- 21. Organization by Geography North American Operations Manager European Operations Manager South American Operations Manager African Operations Manager VP of Northern Division VP of Southern Division Chief Executive Officer
- 24. Span of Control Middle Managers Marketing Info Mgr. Promotions Manager Sales Manager Customer Service Mgr. Senior Managers VP of Distribution VP of Production VP of Marketing VP of Finance VP of HR CEO President Front-Line Managers Dept. C Supervisor Dept. B Supervisor Dept. A Supervisor