Drucker chapter 1
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The document discusses Peter Drucker's views on management and the changes in business and management models over time. It describes the "Silent Revolution" where 5 fronts changed business: information flow, geographic reach, demographic assumptions, customer control, and organizational boundaries. This revolution shifted businesses to focus on human and knowledge assets. A key part of this change was the rise of knowledge workers, who are professionals using their knowledge and skills rather than manual labor, and require different management approaches that empower them.
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Drucker chapter 1
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Drucker chapter 1
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Drucker chapter 1
The document discusses Peter Drucker and key concepts from his work. It asks questions about Drucker's background and contributions, including coining the term "management" as a profession. It also summarizes Drucker's views on what makes an organization successful, the evolution of management in the US, and the impacts of the "Silent Revolution" on business trends.
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Peter Drucker is considered the father of modern management. He coined the term "knowledge worker" and believed that people and customers are an organization's most valuable assets. Drucker worked as a management consultant for major corporations. He received numerous honors for his contributions to management theory, including the Presidential Medal of Freedom. Successful organizations are defined by customer satisfaction, loyalty, profitability, market share, brand recognition, and perceived value. Management involves planning, organizing, staffing, leading, controlling, and motivating people to accomplish goals. The evolution of management in the US has been driven by wars, the industrial revolution, technology, and the rise of knowledge workers.
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The document discusses Peter Drucker and key concepts from his work on management. It begins by listing questions about Drucker's background, contributions, and views. Specifically:
1) Drucker is credited with coining the term "management" as a discipline.
2) His true legacy was establishing management as a distinct and critical function for organizations.
3) He was born in Austria and earned his doctorate in Austria before moving to the US.
The document then shifts to discussing what makes an organization successful, defining management, and how management has evolved in the US due to events like wars, the Industrial Revolution, and rise of technology and knowledge workers.
Drucker chapter 1
The document discusses Peter Drucker and key concepts from his work on management. It begins by listing questions about Drucker's background, contributions, and views. Specifically:
- Drucker is credited with coining the term "management" as a discipline.
- He viewed people as an organization's most valuable asset and that there is no business without customers.
- The document then discusses what makes an organization successful, such as customer satisfaction, profitability, market share, and brand recognition. It also summarizes Drucker's perspective that management is about getting the best from people.
Drucker chapter 1
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Peter Drucker is considered the father of modern management. He coined the term "knowledge worker" and believed that people and customers are an organization's most valuable assets. Drucker worked as a management consultant for major corporations. He received numerous honors for his contributions to management theory, including the Presidential Medal of Freedom. Successful organizations are defined by customer satisfaction, loyalty, profitability, market share, brand recognition, and perceived value. Management involves planning, organizing, staffing, leading, controlling, and motivating people to accomplish goals. The evolution of management in the US has been driven by wars, the industrial revolution, technology, and the rise of knowledge workers.
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The document discusses Peter Drucker and key concepts from his work on management. It begins by listing questions about Drucker's background, contributions, and views. Specifically:
1) Drucker is credited with coining the term "management" as a discipline.
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Drucker chapter 1
The document discusses Peter Drucker and key concepts from his work on management. It begins by listing questions about Drucker's background, contributions, and views. Specifically:
- Drucker is credited with coining the term "management" as a discipline.
- He viewed people as an organization's most valuable asset and that there is no business without customers.
- The document then discusses what makes an organization successful, such as customer satisfaction, profitability, market share, and brand recognition. It also summarizes Drucker's perspective that management is about getting the best from people.
Drucker chapter 1
Peter Drucker is considered the father of modern management. He coined the term "knowledge worker" and believed that people and customers are an organization's most valuable assets. Drucker worked as a consultant for many major corporations and received numerous honors for his influential writings on management theory. He viewed management as a profession that involves planning, organizing, staffing, leading, controlling, and motivating people to accomplish goals for an organization.
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The document provides definitions and explanations of key marketing concepts and terms, including customer satisfaction, brand loyalty, macromarketing, economies of scale, economic systems, and the stages of marketing evolution. It discusses how marketing seeks to accomplish organizational objectives by anticipating customer needs and directing a flow of goods and services from producers to customers. Marketing aims to build awareness, adoption, and loyalty. The document also contrasts command and market-directed economic systems.
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Our speakers will draw on prior experiences with SARS, the 2008 financial crisis and the current realities in Asia, Europe and the US. In this week’s webinar they will discuss what your brand should be thinking about and how to plot a course through this world-redefining period.
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Crowd management involves implementing strategies and procedures to ensure a safe and enjoyable environment for event guests. This includes managing guest movement, assisting in emergencies, and addressing specific concerns. Prudent managers must be able to foresee and anticipate crowd-related incidents. The SEC fines schools if fans rush the court after basketball and football games. In Bearman v. University of Notre Dame, the court found the university responsible for protecting invitees from negligent third-party acts, like an intoxicated spectator injuring another, because alcohol was served making such incidents foreseeable.
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The document discusses different types of business capital and financing options for small businesses. It defines equity capital as financing obtained through the sale of stock, while debt capital involves borrowing money that must be repaid. Sources of equity capital mentioned include individual angel investors, corporate venture capital firms, and venture capital companies. Federal loan programs aimed at small businesses that are outlined include those from the Economic Development Administration (EDA), Department of Housing and Urban Development (HUD), US Department of Agriculture (USDA), Small Business Innovation Research (SBIR) program, and Small Business Technology Transfer (STTR) program. The document also defines three types of capital that entrepreneurs need - fixed capital for permanent assets, working capital for short-term operations,
The corporation chapter 3
The document discusses chapter 3 discussion questions about externalities, a lawsuit against General Motors, jury awards in the lawsuit, the "science of exploitation" applied to Nike, the 1911 Triangle Shirtwaist Factory disaster, US labor laws passed in 1938, the percentage of sweatshops in NYC, and the level of compliance with US labor laws. It also defines objective and subjective decision making, ethics, morality, rationalization, the golden rule, utilitarianism, ethical decisions corporations need to make, offshoring, layoffs, animal testing, and indirectly marketing adult products to minors.
Chapter 9
This document contains information about risk management, facility management, and event security. It discusses the DIM process for developing a risk management plan, which involves three steps: developing, implementing, and managing the plan. It also outlines the three steps for developing a risk management plan: identifying risks, classifying risks, and selecting treatments for the risks. The document provides information on controlling access within facilities and managing the risks of injury and loss.
Chapter 10
This document discusses pricing strategies and objectives. It outlines 3 forces of pricing: price conveys image, competition & pricing, and focus on value. It also discusses 3 objectives for establishing a new product's price: getting the product accepted, maintaining market share as competition grows, and earning a profit. Finally, it explains 3 basic strategies for establishing a new product's price based on whether the product is revolutionary, evolutionary, or me-too.
Chapter 11
The document discusses various topics related to crowd management at sporting events including:
- Ohio State University's policy of allowing students to celebrate on the field after victories despite attempts to keep them off.
- The SEC's 2004 policy fining schools if fans storm the court/field after basketball and football games, with fines increasing for repeat offenses.
- The definition of crowd management as an organizational strategy to provide a safe and enjoyable environment for guests through implementing facility/event policies and procedures.
- Festival seating, where seating is up next to barricades in front of stages, which can create problems if crowds rush forward.
- Factors like crowd movement, emergencies, and addressing guest concerns that
Chapter 15
This document discusses aging, health, and complementary and alternative medicine (CAM). It defines terms like chronological age, physiological age, and life expectancy. It states that lifestyle behaviors have a greater impact on health and longevity than genes. The document also discusses three categories of CAM therapies - natural products, mind-body medicine, and manipulative and body-based methods. Finally, it notes that almost $50 billion is spent out-of-pocket each year on CAM treatments in the United States.
Chapter 12
The document contains discussion questions about immunity, sleep disorders, stress, personality types, and time management. Some key points include:
- Immunity involves the body's defense against invaders through lymphocytes and antibodies.
- The main sleep disorder groups are problems falling/staying asleep, excessive sleepiness, irregular sleep schedules, and sleep behaviors like sleepwalking.
- College students average 6.5 hours of sleep per night, with only 8% getting 8+ hours and 30% reporting chronic sleep difficulties.
- Stress is the body's response to any new or threatening situation, and too much negative stress can impair health through distress. The General Adaptation Syndrome describes the three stages of alarm, resistance, and exhaustion in
Chapter 9
This document discusses risk management concepts and the 1972 Munich Olympics terrorist attack. It provides discussion questions about slip-and-fall accidents, stadium incidents, and the definition and goals of risk management. It then summarizes the 1972 Munich Olympics terrorist attack where Black September members took Israeli athletes hostage, resulting in all the athletes' deaths. The document asks how the terrorist attack was mishandled from an event management and security standpoint. It discusses the duties of a sports facility manager to keep premises safe and inspect for hazards. The primary goal of a risk manager is to reduce risks of injury or loss while managing a sports facility.
Chapter 14
The document discusses factors to consider when choosing a location for a new business, focusing on the beer industry. It recommends starting with region, then state, city, and specific site. Key factors include customer base, population trends, business climate, costs, and for breweries, beer culture and regulations. States like California, Washington and Colorado are good options due to their many craft breweries and beer-friendly environments. Narrowing options based on these comprehensive criteria helps find a suitable location for business success.
The corporation chapter 2
This document discusses several examples of cause-marketing campaigns undertaken by for-profit businesses. It describes campaigns by Nike to support the Lance Armstrong Foundation through Livestrong bracelet sales, Yoplait's campaign to support Susan G. Komen for the Cure by donating proceeds from pink yogurt lids, and Product Red's partnership with companies like Apple and Starbucks to support the Global Fund's efforts against AIDS, tuberculosis, and malaria. It also discusses Boston Beer Company's Brewing the American Dream initiative that provides microloans and coaching to small food and beverage businesses, and The One Fund Boston established to help victims of the Boston Marathon bombings.
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Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
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2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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- 2. IN YOUR OPINION, WHAT COMPANY IS SUCCESSFUL? WHY? WHAT MAKES A COMPANY/BUSINESS SUCCESSFUL?
- 3. DETJEN’S SUCCESSFUL BUSINESS ATTRIBUTES
- 9. THE #1 KEY TO A SUCCESSFUL ORGANIZATION (BUSINESS/TEAM/SCHOOL/FAMILY) PEOPLE AND IT STARTS WITH MANAGEMENT
- 10. PETER DRUCKER “ THE GODFATHER OF MANAGEMENT” -WORKERS SHOULD BE TREATED AS ASSETS NOT LIABILITIES. -THERE IS NO BUSINESS WITHOUT A CUSTOMER. -SUBSTANCE OVER STYLE.
- 12. WHAT U.S. EVENTS HAVE CAUSED A PARADIGM CHANGE IN MANAGEMENT?
- 14. 2) THE INDUSTRIAL REVOLUTION ASSEMBLY LINE MODEL: HORIZONTAL MANAGEMENT
- 15. 3) TECHNOLOGY AUTOMATION MODEL: HUMAN DISPLACEMENT
- 16. 4) KNOWLEDGE WORKERS TOTAL QUALITY MANAGEMENT MODEL: INVESTMENT IN HUMAN CAPITAL
- 17. “ THE ASSUMPTIONS ON WHICH MOST BUSINESSES ARE BEING RUN NO LONGER FIT REALITY.” WHAT DOES DRUCKER MEAN?
- 18. THE SILENT
- 22. THE INTERNET ALLOWS INFORMATION TO TRAVEL FAST TO ANYONE, ANYWHERE.
- 23. PRE-REVOLUTION: INFORMATION WAS POWER. POST-REVOLUTION: POWER COMES FROM BEING ABLE TO TRANSLATE INFORMATION INTO ACTION.
- 24. 2) THE GEOGRAPHIC REACH OF COMPANIES & CUSTOMERS EXPLODED. HOW DID THIS CONTRIBUTE TO THE REVOLUTION?
- 25. THE 21ST CENTURY WORLD IS A GLOBAL MARKETPLACE
- 26. BARRIERS TO ENTRY ARE KNOCKED DOWN AS BRANDS CAN GAIN WIDESPREAD RECOGNITION IN SHORT PERIODS OF TIME THE RESULT: BIG NAME BRANDS ARE NOT AS DOMINANT
- 27. 3) BASIC DEMOGRAPHIC ASSUMPTIONS WERE UPENDED. HOW DID THIS CONTRIBUTE TO THE REVOLUTION?
- 28. LONGER LIFE SPANS, LATER RETIREMENTS, & MORE WOMEN IN THE WORKPLACE HAS CHANGED CORPORATIONS RELATIONSHIPS WITH CUSTOMERS & EMPLOYEES THE RESULT: CONVENIENCE MATTERS MORE NOW THAN EVER BEFORE
- 29. THE THREE FASTEST GROWING CONSUMER PURCHASES FITNESS HEALTH CARE EDUCATION
- 30. 4) CUSTOMERS STEPPED UP AND TOOK CONTROL. HOW DID THIS CONTRIBUTE TO THE REVOLUTION?
- 31. TODAY CUSTOMERS HAVE A SAY IN HOW PRODUCTS ARE CREATED, WHICH PRODUCTS STAY IN THE MARKETPLACE, AND WHICH ONES GO. THE RESULT: CUSTOMERS ARE NOW, MORE THAN EVER, A PART OF THE PROCESS.
- 32. 5) DEFINING WALLS FELL. HOW DID THIS CONTRIBUTE TO THE REVOLUTION?
- 33. COMPANIES LOOK TO OTHER INDUSTRIES TO FORM PARTNERSHIPS TO DRAW ON EXPERTISE OUTSIDE THEIR CAPABILITIES. THE RESULT: CUSTOMERS ARE SERVED MORE EFFICIENTLY
- 34. TRANSITIONING FROM THE INDUSTRIAL TO THE KNOWLEDGE-BASED ECONOMY THE RESULT: KNOWLEDGE-BASED MANAGEMENT & THE KNOWLEDGE WORKER
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