This document outlines key concepts from the first chapter of an introductory management course. It defines managers as people who coordinate work to achieve organizational goals and distinguishes among three managerial levels: first-line managers oversee non-managers, middle managers oversee first-line managers, and top managers make organization-wide decisions. The document also introduces management functions like planning, organizing, leading and controlling work, as well as skills required of managers like technical, human and conceptual abilities. It describes characteristics of organizations and explains the universal need for management.
Chapter 3 organizational culture and environmentSumeraKazi1
Chapter 3 introduces different cultural and environmental dimensions of management in organizations. it focused on the diversity of the workforce their values, beliefs, and policies. both internal and external environmental factors are explained to see the basic strategic insight of the company's competitive and national and international boundaries.
Chapter 2 from Robbinson's book named "Management" is the History of management in terms of different theoretical contributions of scientific, modern, and behavioral management philosophers. Different approaches used by the different eras in history are categorized and explained. revision of important key terms is mentioned at the end of the slides to check. tabular figures are shown to explain the examples more precisely.
Training program for new managers, what is management? How do Managers Manage, how to make the transition from a worker to a manger, rational decision making, change and innovation management.
https://www.udemy.com/management-for-the-new-managers/
Chapter 3 organizational culture and environmentSumeraKazi1
Chapter 3 introduces different cultural and environmental dimensions of management in organizations. it focused on the diversity of the workforce their values, beliefs, and policies. both internal and external environmental factors are explained to see the basic strategic insight of the company's competitive and national and international boundaries.
Chapter 2 from Robbinson's book named "Management" is the History of management in terms of different theoretical contributions of scientific, modern, and behavioral management philosophers. Different approaches used by the different eras in history are categorized and explained. revision of important key terms is mentioned at the end of the slides to check. tabular figures are shown to explain the examples more precisely.
Training program for new managers, what is management? How do Managers Manage, how to make the transition from a worker to a manger, rational decision making, change and innovation management.
https://www.udemy.com/management-for-the-new-managers/
Eexample of Mc kinsey 7s model strategic implementation - Manu Melwin Joymanumelwin
McKinsey 7s model is a tool that analyzes firm’s organizational design by looking at 7 key internal elements: strategy, structure, systems, shared values, style, staff and skills, in order to identify if they are effectively aligned and allow organization to achieve its objectives.
Mckinsey 7's framework - value based management concept with the help of seven elements - shared values , strategy ,structure , system , skills , style , staff 'll help u to make and position your organisation to achieve its intended objective.
In this day and age, global organizations have to place utmost importance to their employees who would be working virtually from anywhere in the world. It is important that the cultural fabric is based on uncompromising values that stand the test of times.
Education refers to the discipline that is concerned with methods of teaching and learning in schools or school-like environments, as opposed to various nonformal and informal means of socialization
Business skills training course aims to help you in,
Spotting the trends quickly and effectively
Assessing the needs of stakeholders
Influencing the key people
Increasing team creativity
Inspiring your team
Managing risks
Exploiting opportunities
By the end of this course you will be able to:
Lead your team and achieve results
Understand the relationship between stakeholders, clients, team members and you
Influence people in the right direction
Communicate effectively with team members
Coach and develop your team so that they operate at their peak
Think strategically and align your team with company’s mission
Achieve results through people
Call: 00971 4 3974905
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Email: mail@zabeelinstitute.ae
Eexample of Mc kinsey 7s model strategic implementation - Manu Melwin Joymanumelwin
McKinsey 7s model is a tool that analyzes firm’s organizational design by looking at 7 key internal elements: strategy, structure, systems, shared values, style, staff and skills, in order to identify if they are effectively aligned and allow organization to achieve its objectives.
Mckinsey 7's framework - value based management concept with the help of seven elements - shared values , strategy ,structure , system , skills , style , staff 'll help u to make and position your organisation to achieve its intended objective.
In this day and age, global organizations have to place utmost importance to their employees who would be working virtually from anywhere in the world. It is important that the cultural fabric is based on uncompromising values that stand the test of times.
Education refers to the discipline that is concerned with methods of teaching and learning in schools or school-like environments, as opposed to various nonformal and informal means of socialization
Business skills training course aims to help you in,
Spotting the trends quickly and effectively
Assessing the needs of stakeholders
Influencing the key people
Increasing team creativity
Inspiring your team
Managing risks
Exploiting opportunities
By the end of this course you will be able to:
Lead your team and achieve results
Understand the relationship between stakeholders, clients, team members and you
Influence people in the right direction
Communicate effectively with team members
Coach and develop your team so that they operate at their peak
Think strategically and align your team with company’s mission
Achieve results through people
Call: 00971 4 3974905
WhatsApp:- 00971508530428 / 00971504130424 / 00971503068426
Email: mail@zabeelinstitute.ae
EFQM Sustainable Excellence -Primer and Good PracticesChris Hakes
Primer on the 2010 EFQM Excellence Model.
Examples of International good practices for Leadership, Strategy, People, Process and Resource Management.
Examples of sound of measurement practices for People, Customer, Societal and Business results.
Leadership Skill & Style Development is an intensive foundations program for leaders, frequently referenced as the best and most important leadership training participants have recieved.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Chapter 1 introduction to management & organization
1. Chapter 1
Principles of Management
Instructor: Sumera Kazi
July, 2021
MSMG 125 “Principles of Management” Instructor: Sumera Kazi, July 2021
2. Manager
Someone who coordinates and oversees the work of other people so
that organizational goals can be accomplished.
1–2
MSMG 125 “Principles of Management” Instructor: Sumera Kazi, July 2021
3. First-line Managers
Individuals who manage the work of non-managerial employees.
Middle Managers
Individuals who manage the work of first-line managers.
Top Managers
Individuals who are responsible for making organization-wide
decisions and establishing plans and goals that affect the entire
organization.
1–3
MSMG 125 “Principles of Management” Instructor: Sumera Kazi, July 2021
5. Managerial Concerns
Efficiency
“Doing things right”
Getting the most output for the
least inputs
Effectiveness
“Doing the right things”
Attaining organizational goals
1–5
MSMG 125 “Principles of Management” Instructor: Sumera Kazi, July 2021
6. EFFECTIVENESS AND EFFICIENCY IN MANAGEMENT
MSMG 125 “Principles of Management” Instructor: Sumera Kazi, July 2021 1–6
7. Functional Approach
Planning
Defining goals, establishing strategies to achieve goals, developing plans
to integrate and coordinate activities.
Organizing
Arranging and structuring work to accomplish organizational goals.
Leading
Working with and through people to accomplish goals.
Controlling
Monitoring, comparing, and correcting work.
MSMG 125 “Principles of Management” Instructor: Sumera Kazi, July 2021 1–7
10. Interaction
with others
with the organization
with the external context of the
organization
Reflection
thoughtful thinking
Action
practical doing
1–10
MSMG 125 “Principles of Management” Instructor: Sumera Kazi, July 2021
11. Skills Approach
Technical skills
Knowledge and proficiency in a specific field
Human skills
The ability to work well with other people
Conceptual skills
The ability to think and conceptualize about abstract and complex
situations concerning the organization
1–11
MSMG 125 “Principles of Management” Instructor: Sumera Kazi, July 2021
12. CONCEPTUAL SKILLS
1–12
• Using information to solve business problems
• Identifying of opportunities for innovation
• Recognizing problem areas and implementing
solutions
• Selecting critical information from masses of
data
• Understanding of business uses of technology
• Understanding of organization’s business model
MSMG 125 “Principles of Management” Instructor: Sumera Kazi, July 2021
13. TECHNICAL SKILLS
1–13
• Job-specific knowledge and techniques
• First line management
• Specialized and mastery jobs to a particular set
of tools and mechanisms
MSMG 125 “Principles of Management” Instructor: Sumera Kazi, July 2021
14. HUMAN SKILLS
1–14
• Ability to work well with people both individual
and with team
• These skills are equally important at all levels
• Manager with good human skills can get best
from his people.
• They know hoe to communicate, motivate, lead
and inspire.
MSMG 125 “Principles of Management” Instructor: Sumera Kazi, July 2021
15. SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS
1–15
MSMG 125 “Principles of Management” Instructor: Sumera Kazi, July 2021
16. MANAGEMENT SKILLS AND MANAGEMENT FUNCTION MATRIX
1–16
MSMG 125 “Principles of Management” Instructor: Sumera Kazi, July 2021
17. The Increasing Importance of Customers
Customers: the reason that organizations exist
Managing customer relationships is the responsibility of all managers
and employees.
Consistent high quality customer service is essential for survival.
Innovation
Doing things differently, exploring new territory, and taking risks
Managers should encourage employees to be aware of and act on
opportunities for innovation.
1–17
MSMG 125 “Principles of Management” Instructor: Sumera Kazi, July 2021
19. An Organization Defined
A deliberate arrangement of people to accomplish some specific
purpose (that individuals independently could not accomplish
alone).
Common Characteristics of Organizations
Have a distinct purpose (goal)
Composed of people
Have a deliberate structure
MSMG 125 “Principles of Management” Instructor: Sumera Kazi, July 2021 1–19
21. The Value of Studying Management
The universality of management
Good management is needed in all organizations.
The reality of work
Employees either manage or are managed.
Rewards and challenges of being a manager
Management offers challenging, exciting and creative opportunities for
meaningful and fulfilling work.
Successful managers receive significant monetary rewards for their
efforts.
1–21
MSMG 125 “Principles of Management” Instructor: Sumera Kazi, July 2021
22. UNIVERSAL NEED FOR MANAGEMENT
1–22
MSMG 125 “Principles of Management” Instructor: Sumera Kazi, July 2021
23. REWARDS AND CHALLENGES OF BEING A MANAGER
1–23
MSMG 125 “Principles of Management” Instructor: Sumera Kazi, July 2021