The document discusses the directing function of management and motivational theories. It describes directing as supervising and motivating employees. Researchers found that employees will take initiative given the right environment rather than being lazy. The document then discusses Maslow's hierarchy of needs and how work can fulfill physiological, safety, belonging, esteem, and self-actualization needs. It also discusses developing the organizational purpose and objectives, defining tasks and jobs, establishing the firm's identity, directing and controlling work, management styles, and the importance of communication and feedback.
This document discusses concepts related to staffing and directing in management. It defines staffing as filling positions through identifying needs, inventorying available people, recruiting, selecting, placing, promoting, appraising, compensating, and training. It also discusses manpower planning, the process of manpower planning, job designing approaches like Taylorism and socio-technical systems, and the recruitment and selection process. The document then covers training and development methods, performance appraisal techniques, and the principles and scope of directing as a management function.
This document discusses quality of nursing work life, including its definition, objectives, importance, benefits, aspects, and principles. Quality of work life aims to improve productivity, morale, and employee satisfaction by increasing participation, enriching jobs, providing career growth and recognition, ensuring security, and fostering open communication. Challenges to quality work life include poor rewards, intimidating management, negative environments, lack of security, and negative attitudes. The key aspects of quality work life are adequate compensation, safe conditions, developing skills, career opportunities, social integration, constitutional protections, and balancing work and personal life.
Principles of Management MG6851 (Karthikeyan.I, AP, Mech, SRIT)Karthikeyan I
This document discusses directing as a management function. It defines directing as providing guidance to workers to encourage effective and efficient work. Directing is considered the central function of management and is required at all levels. It initiates action and helps integrate employee efforts. Managers use tools like leadership, communication, supervision and motivation to provide direction. Providing clear direction helps ensure goals are met, efforts are coordinated, changes are adapted to, and resources are utilized efficiently. Effective direction provides benefits like initiating actions, integrating employee efforts, providing motivation, and bringing stability to an organization.
This document appears to be an assignment on managing human resources submitted by a student. It contains 4 tasks that discuss various aspects of human resource management. Task 1 covers models of HRM, differences between HRM, personnel management and industrial relations, and how firms link strategic methods to HRM. Task 2 focuses on workplace flexibility, measures of flexibility, and labor market scenarios. Task 3 examines employee discrimination, legislation opportunities, and differences between diversity management and equality. Finally, Task 4 outlines steps to improve employee performance, strategies for employee health management, and the role of the HR department in organizations.
This document discusses orientation and physical working conditions. It defines orientation as a systematic introduction of employees to their jobs, coworkers, and organization. Orientation typically conveys general work information, company history, and policies. The document also discusses objectives of orientation and who should conduct it. It then covers potential orientation problems. Physical working conditions discussed include fatigue, monotony, boredom, industrial accidents, health, safety, security, and ensuring employee morale. Grievance handling procedures are also outlined.
Maslow's hierarchy of needs
Motivational theories
McGregor's assumptions
Alderfer ERG theory
Motivational need
Hezberg's two factor theory
Leadership theories
Behavioral Approaches to Leadership
This document discusses employee and management relations, involvement, participation, and health and safety. It defines key terms and covers topics like employee relations, employee involvement and participation, and welfare, health and safety. The objectives are to understand employee and management relations, realize the importance of good workplace relationships, and create a health and safety program. It recommends giving employees training, conducting regular meetings, creating a positive workplace, and prioritizing health and safety programs to engage employees and ensure their welfare.
Employee engagement an emerging concept (1)Himanshu Tomar
This document discusses employee engagement as an emerging concept. It defines employee engagement and reviews factors that lead to engagement, such as career development, empowerment, fair treatment, and job satisfaction. Recent trends in engagement include addressing skills gaps, providing integrated experiences for employees, and focusing on employee happiness and growth. Ideas to increase engagement include assigning company values to employees, encouraging personal projects, assigning mentors for new employees, providing needed resources, and displaying team photos. The document concludes that employee engagement is important for employee and organizational growth.
This document discusses concepts related to staffing and directing in management. It defines staffing as filling positions through identifying needs, inventorying available people, recruiting, selecting, placing, promoting, appraising, compensating, and training. It also discusses manpower planning, the process of manpower planning, job designing approaches like Taylorism and socio-technical systems, and the recruitment and selection process. The document then covers training and development methods, performance appraisal techniques, and the principles and scope of directing as a management function.
This document discusses quality of nursing work life, including its definition, objectives, importance, benefits, aspects, and principles. Quality of work life aims to improve productivity, morale, and employee satisfaction by increasing participation, enriching jobs, providing career growth and recognition, ensuring security, and fostering open communication. Challenges to quality work life include poor rewards, intimidating management, negative environments, lack of security, and negative attitudes. The key aspects of quality work life are adequate compensation, safe conditions, developing skills, career opportunities, social integration, constitutional protections, and balancing work and personal life.
Principles of Management MG6851 (Karthikeyan.I, AP, Mech, SRIT)Karthikeyan I
This document discusses directing as a management function. It defines directing as providing guidance to workers to encourage effective and efficient work. Directing is considered the central function of management and is required at all levels. It initiates action and helps integrate employee efforts. Managers use tools like leadership, communication, supervision and motivation to provide direction. Providing clear direction helps ensure goals are met, efforts are coordinated, changes are adapted to, and resources are utilized efficiently. Effective direction provides benefits like initiating actions, integrating employee efforts, providing motivation, and bringing stability to an organization.
This document appears to be an assignment on managing human resources submitted by a student. It contains 4 tasks that discuss various aspects of human resource management. Task 1 covers models of HRM, differences between HRM, personnel management and industrial relations, and how firms link strategic methods to HRM. Task 2 focuses on workplace flexibility, measures of flexibility, and labor market scenarios. Task 3 examines employee discrimination, legislation opportunities, and differences between diversity management and equality. Finally, Task 4 outlines steps to improve employee performance, strategies for employee health management, and the role of the HR department in organizations.
This document discusses orientation and physical working conditions. It defines orientation as a systematic introduction of employees to their jobs, coworkers, and organization. Orientation typically conveys general work information, company history, and policies. The document also discusses objectives of orientation and who should conduct it. It then covers potential orientation problems. Physical working conditions discussed include fatigue, monotony, boredom, industrial accidents, health, safety, security, and ensuring employee morale. Grievance handling procedures are also outlined.
Maslow's hierarchy of needs
Motivational theories
McGregor's assumptions
Alderfer ERG theory
Motivational need
Hezberg's two factor theory
Leadership theories
Behavioral Approaches to Leadership
This document discusses employee and management relations, involvement, participation, and health and safety. It defines key terms and covers topics like employee relations, employee involvement and participation, and welfare, health and safety. The objectives are to understand employee and management relations, realize the importance of good workplace relationships, and create a health and safety program. It recommends giving employees training, conducting regular meetings, creating a positive workplace, and prioritizing health and safety programs to engage employees and ensure their welfare.
Employee engagement an emerging concept (1)Himanshu Tomar
This document discusses employee engagement as an emerging concept. It defines employee engagement and reviews factors that lead to engagement, such as career development, empowerment, fair treatment, and job satisfaction. Recent trends in engagement include addressing skills gaps, providing integrated experiences for employees, and focusing on employee happiness and growth. Ideas to increase engagement include assigning company values to employees, encouraging personal projects, assigning mentors for new employees, providing needed resources, and displaying team photos. The document concludes that employee engagement is important for employee and organizational growth.
Human resource management involves recruiting, selecting, training, developing, and retaining employees. It aims to ensure the organization has the right people in the right jobs to achieve its goals. Key functions of HRM include planning and organizing the workforce, staffing the organization, developing employees through training and performance reviews, ensuring legal and regulatory compliance, and maintaining employee relations. The role of the HR manager is to oversee all these functions and make sure the human resources of the organization are effectively managed.
it is easy to understand that principles given by henry fayol it is applicable on the business enterprise or not ity helps you to understand the fourteen principle of the henry fayol deeply
thank you..............
Case II manufacturing automobile part - Djoko AWKafe Buku Pak Aw
This document discusses human resource management policies and procedures for a manufacturing company. It covers several key areas:
1. The recruitment process including testing, interviewing, and selection of qualified candidates.
2. Training programs with objectives of increasing skills, productivity, and profitability. Apprenticeships are suggested to prepare graduates for work.
3. Employee benefits such as insurance, wages, and services to improve efficiency and achieve organizational goals.
4. Job evaluation and salary determination procedures including analysis, evaluation, surveys, and setting pay levels based on position and performance.
5. Philosophies and policies regarding the relationship between employers and employees based on Indonesia's national philosophy of Pancasila
This document discusses employee socialization and the induction process. Socialization is the process by which new employees learn the values, norms, and behaviors required to participate as an organizational member. It benefits both the individual, through increased satisfaction and performance, and the organization, through lower costs. The socialization process involves three stages - a pre-arrival stage where expectations are formed, an encounter stage where reality is discovered, and a metamorphosis stage where adjustment occurs. Induction refers to welcoming new employees and providing initial information to help them settle in and start work productively through various pre-employment, primary, main, and review stages.
The document discusses various aspects of recruitment, selection, training and motivation in human resource management. It defines recruitment as finding qualified candidates for jobs in a timely manner. Internal recruitment sources include promotions, retirements, former employees and transfers. External sources are press advertisements, campus interviews, placement agencies and employment exchanges. Selection involves shortlisting candidates with required qualifications. Training helps employees acquire skills and knowledge for their roles and includes induction, job instruction, and refresher training. Motivation refers to factors that energize behavior and direct it toward goals, and can be classified as positive or negative, extrinsic or intrinsic, and financial or non-financial.
Ajay Sharma is the manager of Subunit 4 at a manufacturing company. He has observed that the subunit has failed to meet its production targets in the last 3 months. To address this issue, Ajay held a discussion with the subunit's supervisors. He then proposed dividing the subunit into 3 groups, each responsible for meeting targets and monitoring employee performance. Ajay selected Chander Pal, the most efficient supervisor, to lead the groups. He hopes this approach will create accountability and improve production.
The document discusses several key aspects of human resource management (HRM) at Aotearoa Institute of Technology (AIT), including training and development, compensation, performance appraisal, industrial relations policies, and health and safety programs. It also identifies some areas for improvement at AIT, such as increasing interaction between employees and management, empowering women, and recognizing employee achievements. Recommendations are provided, such as holding social events to encourage understanding between diverse cultures and ensuring disciplinary policies are applied fairly and without bias.
I have done project on the Fayol’s Principle of Management. I chose Burger King to understand about the 14 principles of Fayol.To find if the principles are applicable or not, I visited a branch of Burger King Restaurant. I interviewed the training squad, and he gave me all information about Burger king and about the principles applied in the branch.
This project is very helpful for CBSE class 12 students, as it covers the theory and also helps them to practically understand the 14 principles.
The document discusses frameworks and tools for analyzing market opportunities. It outlines 7 steps in a market opportunity analysis framework: 1) identify unmet customer needs, 2) identify target customers, 3) assess competitive advantage, 4) assess company resources, 5) assess technology readiness, 6) specify the opportunity, and 7) assess attractiveness. It also describes key environments to analyze including customers, technology, company capabilities, and competition to identify market "sweet spots". Finally, it provides guidance on how to identify unmet needs, target customers, assess advantages, resources, and technology readiness.
Faab Multi Channel Marketplace System - 1st StepsAkhtar Kasia
Wanting to simplify your online multiple marketplace businesses?
Faab Multi Channel helps retailers and merchants to manage Products, Prices, Stock, Orders, Shipping and more from a single location.
Managing Amazon, Ebay, Rakuten, Bubbles, Flubit and other Worldwide marketplaces has never been easier.
Visit www.FaabMultiChannel.com and sign up for a FREE 30 day trial today.
This document provides an overview of accounting concepts, principles, and the accounting cycle. It discusses key topics such as [1] the purpose of accounting and accounting information systems, [2] the basic accounting model involving journal entries, ledgers, and trial balances, and [3] financial statements including the income statement, balance sheet, and statement of cash flows. It also covers [4] adjusting entries, worksheets, and closing entries to prepare the adjusted trial balance and financial statements at the end of each accounting period.
- Management involves planning, organizing, staffing, leading, and controlling an organization to accomplish goals efficiently and effectively.
- There are typically three levels of management in most organizations: top-level managers who set strategy and policy; middle managers who execute plans and communicate between levels; and first-level managers who directly supervise employees and their daily tasks.
- Each level of management performs different functions to ensure the organization operates smoothly and works towards its objectives.
This course provides an overview of computers and their uses in business organizations. It covers topics such as computer hardware and software, data communication and networking, and practical skills using Microsoft Office applications like Word, Excel, PowerPoint, and Access. It also teaches administering and troubleshooting computers, ensuring security, and using accounting software like Tally. The objective is to develop a basic understanding of how computers are used in modern business environments.
The document discusses various marketing opportunities for the 116 111 child helpline number in Europe. It outlines 4 main options: 1) Continuing local communications as before; 2) Creating pan-European communications running in parallel to local efforts, targeting either children or fundraising; 3) Developing semi-European communications materials with common templates; and 4) Creating fully pan-European communications materials. Each option is analyzed in terms of its pros and cons for effectively promoting 116 111 and helping more children.
Annual financials for canadian solar incfredie_isagua
The document provides an example cash flow statement for a business over 5 years from 2011-2015. It shows sources of funds including beginning cash, sales/service income, and contributed capital. It shows uses of funds including salaries, operating expenses, loan payments, capital expenditures, and tax payments. The net cash flow is calculated each year.
The document provides guidance on how to prepare a cash flow statement. It explains that a cash flow statement shows the inflow and outflow of cash from operating, investing, and financing activities. It discusses identifying cash sources and uses, classifying transactions, and preparing the statement using direct and indirect methods. The key is to distinguish between cash and accrual-based transactions and analyze changes in balance sheet accounts to determine the impact on cash flow.
Financial and management accounting notes @ mba bkBabasab Patil
This document provides an overview of financial and management accounting. It discusses key topics such as the definition of accounting, the differences between financial and management accounting, accounting standards, books of accounts, financial statements, ratio analysis, fund flow statements, cash flow statements, budgeting, and capital budgeting. The document is divided into 6 units that will cover these various accounting concepts and techniques in more depth across 15 lessons.
The document provides an overview of general management concepts and functions. It discusses traditional and modern management models, the principles and functions of management including planning, organizing, staffing, directing, leadership, and management styles. It also covers situational leadership and the different leadership styles that may be appropriate depending on the situation.
This document provides marketing notes for 5th semester engineering students according to the GTU syllabus from November 2011. It includes an index and sections on the introduction to marketing, the marketing concept, basic functions of marketing, and reading tips. The introduction to marketing section defines marketing and discusses its role in society and key social issues. The marketing concept section outlines the four pillars of the marketing concept. And the basic functions of marketing briefly describes the main functions of buying, selling, assembling, standardizing and grading, and packaging.
This document provides an overview of key marketing concepts including defining marketing, the marketing mix, the marketing environment, marketing research, customer value and satisfaction, and analyzing consumer markets.
It defines marketing as meeting human and social needs profitably and involves identifying target markets and growing customers. The marketing mix consists of the 4 P's - product, price, place and promotion. Understanding the macro environment through trends, forces and research is important. Marketing research involves defining problems and objectives, developing a research plan, collecting and analyzing information. Creating customer value and satisfaction is key to retaining customers. Analyzing factors like culture, social groups, and roles that influence consumer buying behavior is also discussed.
Summary of kotler's marketing management bookSasquatch S
This document provides an overview of Philip Kotler's book on marketing management. It discusses 1) the scope and tasks of marketing, including the different types of markets and decisions that marketers face, 2) core marketing concepts like segmentation, targeting, and positioning, and 3) marketing tools such as the marketing mix and relationship marketing. The summary covers the key topics addressed in Kotler's work on developing customer value and managing the total marketing effort.
Human resource management involves recruiting, selecting, training, developing, and retaining employees. It aims to ensure the organization has the right people in the right jobs to achieve its goals. Key functions of HRM include planning and organizing the workforce, staffing the organization, developing employees through training and performance reviews, ensuring legal and regulatory compliance, and maintaining employee relations. The role of the HR manager is to oversee all these functions and make sure the human resources of the organization are effectively managed.
it is easy to understand that principles given by henry fayol it is applicable on the business enterprise or not ity helps you to understand the fourteen principle of the henry fayol deeply
thank you..............
Case II manufacturing automobile part - Djoko AWKafe Buku Pak Aw
This document discusses human resource management policies and procedures for a manufacturing company. It covers several key areas:
1. The recruitment process including testing, interviewing, and selection of qualified candidates.
2. Training programs with objectives of increasing skills, productivity, and profitability. Apprenticeships are suggested to prepare graduates for work.
3. Employee benefits such as insurance, wages, and services to improve efficiency and achieve organizational goals.
4. Job evaluation and salary determination procedures including analysis, evaluation, surveys, and setting pay levels based on position and performance.
5. Philosophies and policies regarding the relationship between employers and employees based on Indonesia's national philosophy of Pancasila
This document discusses employee socialization and the induction process. Socialization is the process by which new employees learn the values, norms, and behaviors required to participate as an organizational member. It benefits both the individual, through increased satisfaction and performance, and the organization, through lower costs. The socialization process involves three stages - a pre-arrival stage where expectations are formed, an encounter stage where reality is discovered, and a metamorphosis stage where adjustment occurs. Induction refers to welcoming new employees and providing initial information to help them settle in and start work productively through various pre-employment, primary, main, and review stages.
The document discusses various aspects of recruitment, selection, training and motivation in human resource management. It defines recruitment as finding qualified candidates for jobs in a timely manner. Internal recruitment sources include promotions, retirements, former employees and transfers. External sources are press advertisements, campus interviews, placement agencies and employment exchanges. Selection involves shortlisting candidates with required qualifications. Training helps employees acquire skills and knowledge for their roles and includes induction, job instruction, and refresher training. Motivation refers to factors that energize behavior and direct it toward goals, and can be classified as positive or negative, extrinsic or intrinsic, and financial or non-financial.
Ajay Sharma is the manager of Subunit 4 at a manufacturing company. He has observed that the subunit has failed to meet its production targets in the last 3 months. To address this issue, Ajay held a discussion with the subunit's supervisors. He then proposed dividing the subunit into 3 groups, each responsible for meeting targets and monitoring employee performance. Ajay selected Chander Pal, the most efficient supervisor, to lead the groups. He hopes this approach will create accountability and improve production.
The document discusses several key aspects of human resource management (HRM) at Aotearoa Institute of Technology (AIT), including training and development, compensation, performance appraisal, industrial relations policies, and health and safety programs. It also identifies some areas for improvement at AIT, such as increasing interaction between employees and management, empowering women, and recognizing employee achievements. Recommendations are provided, such as holding social events to encourage understanding between diverse cultures and ensuring disciplinary policies are applied fairly and without bias.
I have done project on the Fayol’s Principle of Management. I chose Burger King to understand about the 14 principles of Fayol.To find if the principles are applicable or not, I visited a branch of Burger King Restaurant. I interviewed the training squad, and he gave me all information about Burger king and about the principles applied in the branch.
This project is very helpful for CBSE class 12 students, as it covers the theory and also helps them to practically understand the 14 principles.
The document discusses frameworks and tools for analyzing market opportunities. It outlines 7 steps in a market opportunity analysis framework: 1) identify unmet customer needs, 2) identify target customers, 3) assess competitive advantage, 4) assess company resources, 5) assess technology readiness, 6) specify the opportunity, and 7) assess attractiveness. It also describes key environments to analyze including customers, technology, company capabilities, and competition to identify market "sweet spots". Finally, it provides guidance on how to identify unmet needs, target customers, assess advantages, resources, and technology readiness.
Faab Multi Channel Marketplace System - 1st StepsAkhtar Kasia
Wanting to simplify your online multiple marketplace businesses?
Faab Multi Channel helps retailers and merchants to manage Products, Prices, Stock, Orders, Shipping and more from a single location.
Managing Amazon, Ebay, Rakuten, Bubbles, Flubit and other Worldwide marketplaces has never been easier.
Visit www.FaabMultiChannel.com and sign up for a FREE 30 day trial today.
This document provides an overview of accounting concepts, principles, and the accounting cycle. It discusses key topics such as [1] the purpose of accounting and accounting information systems, [2] the basic accounting model involving journal entries, ledgers, and trial balances, and [3] financial statements including the income statement, balance sheet, and statement of cash flows. It also covers [4] adjusting entries, worksheets, and closing entries to prepare the adjusted trial balance and financial statements at the end of each accounting period.
- Management involves planning, organizing, staffing, leading, and controlling an organization to accomplish goals efficiently and effectively.
- There are typically three levels of management in most organizations: top-level managers who set strategy and policy; middle managers who execute plans and communicate between levels; and first-level managers who directly supervise employees and their daily tasks.
- Each level of management performs different functions to ensure the organization operates smoothly and works towards its objectives.
This course provides an overview of computers and their uses in business organizations. It covers topics such as computer hardware and software, data communication and networking, and practical skills using Microsoft Office applications like Word, Excel, PowerPoint, and Access. It also teaches administering and troubleshooting computers, ensuring security, and using accounting software like Tally. The objective is to develop a basic understanding of how computers are used in modern business environments.
The document discusses various marketing opportunities for the 116 111 child helpline number in Europe. It outlines 4 main options: 1) Continuing local communications as before; 2) Creating pan-European communications running in parallel to local efforts, targeting either children or fundraising; 3) Developing semi-European communications materials with common templates; and 4) Creating fully pan-European communications materials. Each option is analyzed in terms of its pros and cons for effectively promoting 116 111 and helping more children.
Annual financials for canadian solar incfredie_isagua
The document provides an example cash flow statement for a business over 5 years from 2011-2015. It shows sources of funds including beginning cash, sales/service income, and contributed capital. It shows uses of funds including salaries, operating expenses, loan payments, capital expenditures, and tax payments. The net cash flow is calculated each year.
The document provides guidance on how to prepare a cash flow statement. It explains that a cash flow statement shows the inflow and outflow of cash from operating, investing, and financing activities. It discusses identifying cash sources and uses, classifying transactions, and preparing the statement using direct and indirect methods. The key is to distinguish between cash and accrual-based transactions and analyze changes in balance sheet accounts to determine the impact on cash flow.
Financial and management accounting notes @ mba bkBabasab Patil
This document provides an overview of financial and management accounting. It discusses key topics such as the definition of accounting, the differences between financial and management accounting, accounting standards, books of accounts, financial statements, ratio analysis, fund flow statements, cash flow statements, budgeting, and capital budgeting. The document is divided into 6 units that will cover these various accounting concepts and techniques in more depth across 15 lessons.
The document provides an overview of general management concepts and functions. It discusses traditional and modern management models, the principles and functions of management including planning, organizing, staffing, directing, leadership, and management styles. It also covers situational leadership and the different leadership styles that may be appropriate depending on the situation.
This document provides marketing notes for 5th semester engineering students according to the GTU syllabus from November 2011. It includes an index and sections on the introduction to marketing, the marketing concept, basic functions of marketing, and reading tips. The introduction to marketing section defines marketing and discusses its role in society and key social issues. The marketing concept section outlines the four pillars of the marketing concept. And the basic functions of marketing briefly describes the main functions of buying, selling, assembling, standardizing and grading, and packaging.
This document provides an overview of key marketing concepts including defining marketing, the marketing mix, the marketing environment, marketing research, customer value and satisfaction, and analyzing consumer markets.
It defines marketing as meeting human and social needs profitably and involves identifying target markets and growing customers. The marketing mix consists of the 4 P's - product, price, place and promotion. Understanding the macro environment through trends, forces and research is important. Marketing research involves defining problems and objectives, developing a research plan, collecting and analyzing information. Creating customer value and satisfaction is key to retaining customers. Analyzing factors like culture, social groups, and roles that influence consumer buying behavior is also discussed.
Summary of kotler's marketing management bookSasquatch S
This document provides an overview of Philip Kotler's book on marketing management. It discusses 1) the scope and tasks of marketing, including the different types of markets and decisions that marketers face, 2) core marketing concepts like segmentation, targeting, and positioning, and 3) marketing tools such as the marketing mix and relationship marketing. The summary covers the key topics addressed in Kotler's work on developing customer value and managing the total marketing effort.
The document discusses human resource management and human resource development. It defines HRM and HRD, compares their functions, and outlines the scope, objectives, roles and challenges of HRM in India. Key topics covered include strategic HRM, HRM policies, the roles of HR managers, and the differences between HRM and HRD.
This document provides an overview of marketing concepts and approaches. It discusses five concepts that guide a business's marketing activities: the production concept, product concept, selling concept, marketing concept, and societal marketing concept. The marketing concept views customers as central and focuses on satisfying customer needs. The document also defines key marketing terms like needs, wants, demands, products, value, exchange, and markets. It emphasizes that the most effective approach is to understand customer needs and wants.
This document provides an outline and content for a marketing management course. It begins with definitions of marketing and marketing management. It then outlines the major topics to be covered in the course, including the nature and importance of products, pricing systems, distribution structures, and promotional activities. For each major topic, it lists the sub-topics that will be discussed and provides a high-level overview of the content to be covered. It also includes marketing management concepts like the marketing mix and the roles of a marketing manager. The document serves as a comprehensive guide for both instructors and students on the essential information to be covered in a marketing management course.
Management Information System (Full Notes)Harish Chand
This document provides a summary of key topics related to Management Information Systems (MIS). It discusses the importance of information systems for businesses and defines different types of systems, including Transaction Processing Systems, Knowledge Work Systems, Management Information Systems, and Decision Support Systems. It also outlines some of the challenges of implementing effective information systems, such as realizing digital transformation and addressing globalization.
The document provides an overview of management information systems (MIS). It defines key concepts such as data, information, and systems. It explains that an MIS is a system for collecting, processing, storing, and distributing data to managers within an organization. The main outputs of an MIS are scheduled reports, key indicator reports, demand reports, and exception reports. These help managers monitor performance and make decisions. Overall, the document serves as an introduction to MIS, covering essential elements like the relationship between data, information, and systems.
Cash Flow Statement is a basic concept which every young manager must learn. This presentation excellently explains what you should know about this topic!
This document discusses motivation in the workplace. It defines motivation and explains that it is necessary for job performance. Several theories of motivation are described, including content theories like Maslow's hierarchy of needs and process theories like expectancy theory. The document then outlines four methods for motivating employees: job design, organizational behavior modification, recognition and pride, and financial incentives. Job design approaches like job enrichment and the job characteristics model are explained. Different types of financial incentives are also defined, such as time rates, payment by results, and profit-related pay.
The document discusses talent management and outlines several topics related to developing talent in the workplace including human resources management, cascading talent management policies, developing competency frameworks, building balanced scorecards, talent job design, performance appraisal, career progression, compensation and benefits, and succession planning. It also provides examples and processes for developing competency frameworks and balanced scorecards. The overall aim of talent management discussed is to optimally develop and utilize employee talents to achieve organizational goals.
This document discusses career development and management. It defines career management as the process through which employees become aware of their interests, values, strengths and weaknesses, obtain information on job opportunities, and identify and establish a plan to achieve career goals. Some key points made include:
- Effective career management benefits both organizations and employees by ensuring a talent supply, promoting from within, satisfying employee needs, and enhancing motivation.
- Components of an effective career management system include self-assessment, setting goals, action planning, and providing feedback.
- The career management process involves three stages: discovering yourself, deciding on a focus and setting goals, and taking action.
A
New
Challenge
for
Human
Resource Management', International Labour Review, 128(5): 571-582.
Guest, D. (1987) `Human Resource Management and Industrial Relations', Journal of
Management Studies, 24(5): 503-521.
Guest, D. (1997) `Human Resource Management and Performance: A Review and Research
Agenda', International Journal of Human Resource Management, 8(3): 263-276.
Organizations need to build a high performance culture beyond typical performance management systems to improve productivity by 5-35%. This requires organizational, managerial, and employee principles such as clear performance standards, feedback from multiple sources, coaching-style management, matching employees' strengths with opportunities, and prioritizing performance improvement. Leaders must champion these principles by holding managers accountable for staff performance and including it in manager performance goals.
This document discusses five models of organizational behavior: autocratic, custodial, supportive, collegial, and systems. It describes the key characteristics of each model, including their underlying assumptions about employee motivation and management approach. There is a trend toward newer models like supportive, collegial and systems that focus more on meeting employee psychological and self-actualization needs through partnership and caring leadership. Effective managers are flexible and able to assess the appropriate model for their organizational context and needs.
This document provides an overview of organizational concepts including:
1. It defines organization as a social arrangement for controlled performance of collective goals with a boundary separating it from the environment. Stakeholders have a personal or financial interest in the organization.
2. Organizations exist to overcome individual limitations, enable specialization, save time, and achieve synergy. They may differ in ownership, control, legal status, and profit motive.
3. Business objectives include maximizing profit at an acceptable risk level or satisficing profit. Secondary objectives include product development, market share, employees, technology, and social responsibility.
4. Not-for-profit organizations provide goods/services to beneficiaries rather than earning profit,
presentation of staffing (Tanu jain).pptxAdityaBarun1
The document discusses various aspects of staffing as a management function. It notes that staffing involves matching jobs with suitable people, appointing individuals to positions throughout an organization, and providing manpower. It also discusses training and development, motivation theories like Maslow's hierarchy of needs and Herzberg's two-factor theory, and different leadership styles like democratic, autocratic, laissez-faire, and transformational leadership.
The document discusses career management, planning, and development. It defines these terms and outlines their importance and processes. Specifically:
- Career management is the process through which employees become aware of their interests/strengths, obtain job opportunity information, identify goals, and make action plans. It is important for staffing, motivation, and equity.
- Career planning is setting short- and long-term career goals and identifying how to achieve them. It provides direction, develops competencies, increases creativity/retention, and motivates performance.
- Career development is a lifelong process of developing one's career through self-assessment, exploration, education, and gaining experience. It is important for attracting talent,
This document outlines an assignment on managing human resources. It contains 4 tasks that discuss various aspects of HRM such as models of HRM, definitions of HRM, flexibility in the workplace, and equal opportunities. For task 1, it describes Guest's model of HRM and how Unilever implements strategies and practices to achieve performance outcomes and financial consequences. Task 2 discusses types of flexibility like functional, financial, and temporal flexibility practiced by organizations like Unilever. Task 3 covers eliminating discrimination and providing equal opportunities in the workplace through diversity management and legislative measures. Finally, task 4 looks at techniques for managing employee performance, health, and safety to create a positive work environment.
-Current and emerging problems1.competing practices Dealing w.docxhoney725342
-Current and emerging problems
1.competing practices: Dealing with the competing business practices inside an association is a major challenge for an operation manager. The finance function of the business may prefer to communicate via email, for instance, while the human resources director may prefer written memos. These distinctions in business technique can detrimentally affect operations when they affect the adequacy or productivity of conveying quality merchandise and enterprises.
2.The new face of discrimination: discrimination include migrant and social origin discrimination globally. Managers need to be aware of discrimination liability related to economic adversity and discrimination against the unemployed.
3. Globalization: With a lot of companies leading operations globally and building workforces involved people from different nations. Managers will need to understand different cultures and business perspectives.
4. Leading the Talk: some employees will quickly conclude that there is no future for them in the company.
5. Control and Measure Results: there are always issues like pay, benefits, work environment, management and promotional opportunities to assess the progress over the long term.
6. Motivational Approaches: motivation is very important in the organization. Without motivated employees, it will be hard for them to be creative and work hard.
7.Employees satisfaction: Low morale and poor engagement levels often are signs of job dissatisfaction employee satisfaction surveys are helpful in identifying working conditions that may be causing employees to be less than enthusiastic about their job.
8.Workplace Stress: workplace stress is a serious issue for managers and employees. If the employees stress they won’t do their job good.
9.Different personalities: Every employee is different than the other and each person brings a different personality type to the business. It is hard to manage all employee’s the same because each one of them are different than the other.
10. Undefined Goals: When goals are not clearly identified, the whole project and team can suffer. When upper management cannot agree to or support undefined goals, the project in question typically has little chance of succeeding
11. inadequate Skills for the Project A project sometimes requires skills that the project's contributors do not possess.
12.Goal setting: if the manager didn’t set goals for his employees it will be hard for them to finish their tasks. manager is tasked with helping employees set appropriate individual, team and departmental goals.
13. Recruitment and Selection: Finding a suitable candidate for the job from many applicants is a basic problem for the human resource manager.
14. Emotional and Physical Stability of Employees: The human resource manager should maintain proper emotional balance of employees.
15. Dealing with Trade Union: Union members a big problem to HR managers. they are usually the people who oppose the company poli ...
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Directing,mbo
1. The Directing Function and Management by Objectives
It the people in firms who turn the plans and the organizing into reality. Unhappy,
unmotivated workers can make best plans and organizing fail.
The function of dealing with workers is called directing
Successful management of human resources begins proper motivational environment in
which workers and managers will be efficient
Introduction: Directing refers to how to supervise and motivate people to do their best –
i.e. factors that make workers happy and productive.
•Supervising and Motivating Employees
•Before the development of management theory, entrepreneurs viewed employees as:
•Inputs that were to be used until worn out at and then replaced.
•Lazy, self-centered, who would work only when required to do so.
•Mayo’s Motivational Research on Light Intensity on Worker’s Motivation
•Since work of Mayo in 1920s, the view of workers as lazy and irresponsible changed.
• Its found that given right environments, workers would take initiative, responsibility,
and set high quality and quantity standards for themselves leading to high profits.
“New" management definition: is accomplishing tasks through people.
The Value and Role of Work
-Workers are driven or motivated by physiological and psychological needs.
Maslow's pyramid of human needs has been used to explain these needs.
•Self Fulfilment
•Esteem Needs
•Belonging Needs
•Safety Needs
•Physiological Needs
It is divided into 5 levels and human beings will satisfy lowest basic needs before they
turn their attention to those above it.
1. Physiological needs (base) - needs for food, water, shelter, etc.
2. Safety - needs for protection from pain, danger, etc.
3.Belonging - needs for love, affection, acceptance by others.
4. Esteem - needs for self-respect and respect of others.
5. Self-fulfillment - need to become everything one is capable of being.
According to Maslow, attainment of a need leads to satisfaction and desire to strive for
the next level. But, failure to satisfy a need is a source of frustration. Work is a means of
meeting the 5 needs.
The first physiological needs are met thro pay. Pay enables workers to buy food, clothing,
and housing required to survive.
The second safety needs are met thro assurance steady wage to protect workers from
disasters (e.g medical insurance).
The third group of needs Belonging needs can also be met thro social contact with fellow
workers & can provide strong social bonds, like a family.
2. The fourth, self-esteem needs is met thro work cost job position provides self-esteem
The fifth work also meets self-fulfillment needs as workers reach their potential thro job
challenges and growth or positions.
Work allows people to meet their basic physical, and psychological, needs as well as
building strong social and community bonds.
Developing Organizational Purpose and Objectives
Motivating workers to be productive is a very difficult task, but there are principles that
can guide managers in this process.
1. Examine Firm’s Purpose:
The first principle is for managers to decide the firm’s purpose – done during planning
and organization stage. The purpose should be clear and concise for all to see in order to
give everyone a clear idea of what the firm is to do.
2. Examine How a Firm Does What it Does: the second principle concerns how it does
what it does or its objectives. This may include customer service, highest quality, or
lowest prices.
a. Goals Accomplishment: Workers must accept their roles in accomplishing purpose and
objectives. This personal identification helps create a sense of pride and a feeling of self-
esteem that can make workers productive.
3. Planning firm’s Products/Services: the third part of firm's identity is products and
services it will provide. The best way to define firm's products/services is to let customers
guide its product planning cost customer’s needs is important for firm’s survival.
Defining the Tasks and jobs
After the firm's purpose, objectives, and product development managers must define
needed tasks to produce the products as well as their sequence and their
interrelationships.
a. Job construction: The tasks must be combined into jobs. In jobs construction, there
must responsibility, achievement, and growth for the workers and for the job to be
challenging leading workers to feel a sense of accomplishment from this.
Establishing the Firm's Identity
1. Provide clear definition of firm's purpose (i.e.consumer needs it will fill).
2.Give clear definition of how purpose will be accomplished (e.g., lowest prices).
3.Communicate to every worker firm's purpose and how it will be accomplished.
4. Make sure workers understand and accept goal as worthwhile, and accepts their role in
its accomplishment
5. Identify products firm will provide
6. Define tasks needed to attain purpose.
7. Combine compatible tasks to form jobs
Directing and Controlling Work
a. Manager's Responsibilities in Establishing a Motivational Environment
1. Must mesh tasks into jobs and combine jobs into system that produces products:
Managers translate plans into jobs that produces products. Mgrs must thus know firm’s
3. goals and objectives and customers' needs in order design production process that suits
customers
2. Must develop the system with customer needs, not employee needs in mind: In the
directing efforts, mgrs must understand the skills and needs of the workers. This will
enable mgrs to describe each job, skills, and training necessary for the work. This
becomes the job description.
3. To perform the jobs mgrs must provide each employee with:
–proper tools, equipment and training.
–clear instructions on how to perform job
–clear understanding of how each job helps to accomplish firm’s objectives.
4. Must establish pay commensurate with job and performance: Here managers must set
salary/wage that reflect skills or training required to perform the job.
5. Must establish job performance standards in measurable terms: Managers must install
controls to measure performance of the system. These standards must in measurable
criteria e.g. cost/unit, lbs produced/wk.
6. Must give workers their performance based on the set standards: Mgrs must report
workers progress timely to aid them measure their success
7. Must work to establish and maintain a clear line of authority between all levels of
mgmt. Effective work control requires setting a clear line of authority and responsibility
between all levels of mgmt especially with first line super-visors and group leaders.
–This results in higher production rates
–Participatory approach gives employees a sense of control to their work
–participatory approach can lead to higher profits
8. Open communication and trust: Success of directing rests on mutual trust/respect
between managers and workers that depend on open communication between them.
b. Elements of Motivational Environment
Principles that assist mgrs develop productive work environment include:
1. Managers must value the part worker play in accomplishing firm’s goals: A good work
done must be recognized by mgrs to make workers feel that what they did counts. Poor
performance also needs to be recognized and dealt with accordingly.
2. Managers must know how workers they supervise are performing and give frequent
feedback: Understanding workers’ needs, and problems help mgrs understand their
behaviors.
Accepting worker as a person not just a hired worker is a motivational factor. This
acceptance can take many forms – e.g. dinner at mgr’s house
3. Workers must feel trusted/ worthwhile people: The development of sense of trust and
security between managers and workers make workers feel confident that mgrs will be
truthful & provide them the info related to their jobs & defend them from unwarranted
attacks from others.
4. 4. Solicit opinion of workers/:A the 4th element is a feeling of influence. A good
manager will listen and solicit the opinions of workers cost workers involvement leads
efficient operations and provides workers with a feeling of influence.
5. Provide a challenging work environment: Jobs assigned must be challenging so that
workers feel a sense of achievement in what they do.
6. Fairness in application of regulations rules, and job performance evaluations: Rules
must be applied consistently and fairly. The "penalties should fit the crimes" and should
be understood by all workers.
Management Styles
There are 2 broad groups of mgmt styles
1. 19th Century Traditional approach: Is autocratic approach where workers were given
no responsibility for their work but given closest supervision cost they would work only
if driven.
2. Human Relations approach: More participatory management where workers were
consulted on decisions.
Human relations approach started by Douglas MacGregor who called the traditional
approach as theory X and the human relations approach as theory Y
No mgr has a specific mgmt style instead it develops over time as the result of a
combination of experiences, training, & personality.
Thus, no mgr can be categorized as purely theory X or theory Y manager.
Communication and Feedback
After setting a solid management structure and a good motivational environment a good
communication and feedback network must be set to monitor progress of the system.
Communication is effective if there is
–(1) an exchange of info &
–(2) mutual understanding.
Elements of Good Common System.
1. Must offer multiple lines of common to most workers to prevent distortions and
bottleneck
2. Setting Standards operating procedures (SOPs) for routine matters that give details of
what to do. This facilitates exact instructions as to who does what, when, where and how
often.
3. Supplement verbal common with written info in official channels of common: Verbal
common is used where time or personal contact is necessary. But its better to confirm
verbal common with written ones.
4. Maintain clear and accurate info in official channels of common: Unofficial channels
of information or grapevine of rumor mill are quickest form of disseminating info but are
also source of unreliable info. To prevent that management must keep official channels
up to date with accurate info
5. Offer two-way avenues of common (i.e. top to bottom and bottom up): This feedback
is important for management to measure workers or firm progress and must be clear and
concise.
Management by Objective (MBO)
MBO is another technique mgmt use to make workers productive or development
motivational environment
5. 1st. Prerequisite to MBO is worker involvement is goal setting: Workers must be involved
in setting their work objectives. It allows workers and superior know exactly what
performance is expected. Implicit in MBO is that neither side will accept poor
performance by the other.
2nd. prerequisite to MBO is fairness: Team play in attaining firm’s objectives provides a
fair system of compensation, rewards, and penalties. If workers and supervisor work as a
team to attain goals then they should be rewarded fairly.
3rd MBO prerequisite self-control over work: MBO uses work to meet workers’ human
needs by giving them control and influence over their work.
4th MBO requires that performance is dealt with: If workers failing to meet performance
are dealt with harshly others will set goals they can easily meet. If they exceed their goals
and are not properly rewarded, the incentive for others to excel will be diminished -
i.e.rewards and sanctions must be given for success or failure at stated goals, not for some
hidden agenda.
MBO success is highly dependent on honest support of all mgmt levels.
The Supervisor-Employee Relationship
A key element in firm’s success is quality of supervisors’ relationships with workers
Development of good relationship requires mutual interest, openness, honesty, trust, and
common vision of corporate goal and efforts of mgrs
1. Building trust: Managers can convey trust in workers by delegation & leeway in work
a. Leeway: Manager can show trust to workers by giving them leeway in how they do
their jobs. It enables them to adapt jobs to their personal preferences. Managers role is to
provide tools and monitor their progress.
b. Delegation: Managers can show their trust in workers thro delegation of authority. This
allows workers to broaden mgmt skills to assume more responsibility in future time
It frees mgrs to attend to pressing matters.
2. Building Interest in Workers: Managers can show their genuine interest in workers thro
open and honest system of rewards and sanctions. System should always be done in
private and reasons for reward or sanction should be clearly explained.
Pay levels should be fair and be published. A salary/wage should reflect job
responsibility and performance.
3. Common vision of corporate goals: If managers and workers share a common vision of
firm’s goals, it build good relationship.
Managers and workers can ask 3 questions to see if they have good relationship to attain
corporate goals.
Managers should ask:
1. What can we do to help workers do a better job of reaching the firm’s goals?
2. What do we do that hinders you from doing a better job of reaching the corporate
objectives?
3. Workers should ask manager: What can we do to help you do your job better?
If these questions are answered honestly, the responses should force both managers and
workers understand each other job and this can strengthen their relationship.