Fundamentals of management
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This document discusses the fundamentals of management. It defines key management terms like managers, organizations, and goals. Managers are individuals who direct others in an organization to accomplish specific purposes. Organizations are systematic arrangements of people working towards a goal. The document outlines different levels of managers including top, middle, and first-line managers. It describes their various responsibilities in overseeing work. Finally, the document defines management as the process of efficiently and effectively getting work done through other people.
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The document discusses the different levels of management in organizations. It describes three broad categories: top level/administrative management which includes boards of directors and CEOs and focuses on planning and goals; middle level/executory management including branch and department managers who execute top-level plans; and low level/supervisory management such as supervisors and foremen who directly oversee workers and ensure tasks are completed. Each level has specific roles and responsibilities within the organization.
Management (levels of managers)
This document discusses the different management levels in an organization including CEO, top managers, middle managers, and first-line managers. It describes their key responsibilities and roles. The CEO is responsible for overall strategy and vision while ensuring other managers meet the goals. Top managers focus on long-term strategy and value. Middle managers communicate between levels and offer opinions to senior managers. First-line managers directly supervise non-managerial workers and provide feedback to higher levels. The document also examines the skills and roles needed at each level, with conceptual skills most important for top managers, human skills for middle managers, and technical skills for first-line managers.
Levels of management
There are typically three levels of management in organizations: top-level managers who set goals for the organization; middle-level managers who carry out top-level goals and set goals for departments; and first-level managers who manage employees on a daily basis. Managers at different levels perform different amounts of planning, organizing, leading, and controlling. They also fill different decisional, interpersonal, and informational roles. Many organizations are flattening hierarchies to allow for faster decision-making and better communication. This results in fewer middle management positions.
Levels of management
The document discusses three levels of management: top, middle, and lower. It describes the characteristics of each level. The top level consists of directors and executives who focus on planning and policies. The middle level includes department managers who execute plans and coordinate activities. The lower level comprises supervisors who oversee operations and workers. While some skills may be innate, managers overall are developed through training rather than simply being "born".
Levels of Management
The document discusses the different levels of management in organizations. It identifies three main levels - top level management which includes executives like the CEO and is responsible for overseeing the entire organization, middle level management which includes department heads and executes organizational plans, and low level management which includes supervisors and is responsible for task implementation. The number of management levels increases with organizational size. Management skills also differ by level and include technical, conceptual, and political skills.
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Levels of Managementย is basically a kind of demarcation between different managerial positions in an organization. The number of levels in management depends on the size of the business and workforce and increases when thereโs an increase in both these determinants.
Levels of management
The document discusses the levels of management within ITC India Limited. It describes the three levels of management as top level management, middle level management, and lower level management. The top level consists of executives like the CEO and MD who are responsible for planning, policymaking, and appointing other executives. The middle level includes department heads and branch managers who implement policies and coordinate between departments. The lower level includes supervisors who supervise workers and ensure day-to-day operations. The document then provides an overview of ITC India Limited and its various product segments before discussing how the different management levels function within the company.
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This document discusses the different management levels in an organization including CEO, top managers, middle managers, and first-line managers. It describes their key responsibilities and roles. The CEO is responsible for overall strategy and vision while ensuring other managers meet the goals. Top managers focus on long-term strategy and value. Middle managers communicate between levels and offer opinions to senior managers. First-line managers directly supervise non-managerial workers and provide feedback to higher levels. The document also examines the skills and roles needed at each level, with conceptual skills most important for top managers, human skills for middle managers, and technical skills for first-line managers.
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There are typically three levels of management in organizations: top-level managers who set goals for the organization; middle-level managers who carry out top-level goals and set goals for departments; and first-level managers who manage employees on a daily basis. Managers at different levels perform different amounts of planning, organizing, leading, and controlling. They also fill different decisional, interpersonal, and informational roles. Many organizations are flattening hierarchies to allow for faster decision-making and better communication. This results in fewer middle management positions.
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Levels of management
Levels of Managementย is basically a kind of demarcation between different managerial positions in an organization. The number of levels in management depends on the size of the business and workforce and increases when thereโs an increase in both these determinants.
Levels of management
The document discusses the levels of management within ITC India Limited. It describes the three levels of management as top level management, middle level management, and lower level management. The top level consists of executives like the CEO and MD who are responsible for planning, policymaking, and appointing other executives. The middle level includes department heads and branch managers who implement policies and coordinate between departments. The lower level includes supervisors who supervise workers and ensure day-to-day operations. The document then provides an overview of ITC India Limited and its various product segments before discussing how the different management levels function within the company.
Levels of management
The document outlines three levels of management: top management, which includes board of directors and executive directors and sets objectives, policies, and strategic plans; middle management, comprised of functional department heads who implement top-level decisions and monitor daily results; and supervisory management, the lowest level including foremen and supervisors who assign tasks, monitor hourly results, and provide daily feedback.
functions of a manager
1) The document discusses various perspectives on the functions of management. It provides definitions and descriptions of management functions according to theorists like Fayol, Gulick, Urwick, Davis, and others.
2) The core functions of management discussed include planning, organizing, staffing, directing/leading, and controlling. For each function, the document provides explanations and examples of their processes and importance.
3) In addition to the core functions, some theorists included additional ones like commanding, coordinating, communicating, forecasting, investigating, reporting and budgeting.
PRINCIPLES OF MANAGEMENT
THIS PRESENTATION EXPLAINS BRIEFLY ABOUT THE MANAGEMENT,TYPES OF MANAGERS,MANAGERIAL ROLES AND SKILLS.
LEVELS OF MANAGEMENT
The document defines management and different levels of management in an organization. It states that a manager is responsible for planning, monitoring work, and taking corrective actions. Management has three levels - senior/top management that makes long-term strategic decisions, middle management that carries out top management decisions and plans intermediate strategies, and low-level management like supervisors that ensure day-to-day operations are carried out and short-term plans are followed. The roles and responsibilities increase in scope from low-level to senior management.
Presentation what is manager
Managers coordinate and oversee the work of others in an organization. There are four main managerial functions: planning, organizing, leading, and controlling. Planning involves deciding future courses of action. Organizing establishes how work will be structured and allocated. Leading involves motivating employees. Controlling monitors performance and ensures standards are met. Managers also require technical, human, and conceptual skills to perform their roles, which include interpersonal, informational, and decision-making responsibilities.
Speciality management
This document discusses management and organizations. It describes how organizations have evolved from traditional hierarchical structures to newer more flexible and team-oriented structures. It also defines management as coordinating work through others to achieve organizational goals efficiently and effectively. The document outlines managerial roles and functions. It describes different levels of management including top-level managers who make strategic decisions, middle managers who coordinate departments, and first-line managers who oversee front-line employees. Key skills for managers include technical, human, and conceptual abilities.
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Direction is a management function performed by top-level officers to influence subordinates' actions. It involves issuing instructions using various techniques like consultation, autonomy, or an autocratic approach. Effective direction follows principles such as having a unified command structure, maximizing individual contributions, providing feedback, and ensuring objectives are in harmony. Managers direct by issuing clear, reasonable orders that motivate compliance and help achieve organizational goals.
Management structures
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals. There are two main types of management structures - vertical and horizontal. Vertically organized companies have top, middle, and supervisory levels of management, with each level implementing plans from the level above. Horizontally organized companies use self-managing teams that are customer-oriented and make their own decisions.
Levels of Management
The document discusses the different levels of management in organizations. It explains that there are typically three levels: top-level management, which is responsible for strategic planning and oversight; middle-level management, which executes organizational plans and coordinates between top management and lower levels; and lower-level management, which focuses on supervising workers and tasks. Each level has distinct roles - top management focuses on goals and policies, middle management on execution and communication, and lower management on supervision and guidance of employees. Proper distinction of roles across levels allows for effective coordination of managerial responsibilities within a business.
Levels of Management
There are three levels of management in organizations: top level, middle level, and lower level. The top level includes the board of directors and managing directors who lay down objectives, policies, and strategic plans. The middle level includes departmental managers who execute top-level plans and oversee lower-level managers. The lower level includes supervisors who assign work, train employees, maintain production quality and quantity, and handle worker issues. Each level has distinct but interconnected roles in managing an organization.
Functions, roles, and skills of managers
The document discusses the functions, roles, and skills of managers. It describes managers as achieving objectives through efficiently and effectively using resources. The core functions of managers are planning, organizing, staffing, directing, and controlling. Managers fulfill interpersonal, informational, and decisional roles. They require technical, interpersonal, and decision-making skills. Managers use human, financial, physical, and information resources. They can operate at the top, middle, or first-line levels of management within an organization.
Lesson 1 different management structures
Management structures describe how organizations arrange parts to achieve objectives. A management hierarchy provides increasing authority at higher levels, while a flat structure has few management levels between staff and managers. A chain of command determines responsibility and accountability through supervision within levels of increasing authority in the organizational hierarchy.
Levels & functions of managements
There are three levels of management in an organization: top level management, middle level management, and lower level management. Top level management determines objectives and policies, assembles resources, and controls work performance. Middle level management interprets policies, appoints employees, and issues instructions. Lower level management submits workers' grievances, ensures proper working environment and safety, and helps middle level management. The functions of management include planning, organizing, staffing, directing, and controlling.
Levels of management
The document discusses the three levels of management in an organization: top level management, middle level management, and lower level/supervisory management. It describes the roles and responsibilities at each level. Top level management focuses on planning, coordinating, and controlling overall activities. Middle level management implements plans and oversees departments. Lower level management directly oversees workers and operations.
Five function of management
The functions of management include planning, organizing, staffing, directing, and controlling. Planning involves determining goals and courses of action to achieve those goals. Organizing establishes the organizational structure and distribution of roles. Staffing involves acquiring and maintaining human resources. Directing includes leading, motivating, and communicating with employees. Controlling checks performance against plans and takes corrective actions when needed.
FUNCTIONS OF MANAGEMENT
Management involves effectively and efficiently utilizing available resources to achieve organizational goals through key functions like planning, organizing, leading, and controlling. An organization consists of two or more people working together toward common objectives. Management resources include men, materials, machinery, methods, money, time, and information. Effectiveness refers to achieving objectives, while efficiency means doing things right by optimizing input and output ratios. Managers establish strategic, tactical, and operational plans with predetermined objectives aligned with organizational legitimacy. Theories and approaches to management have evolved over time through schools of thought like scientific management and human relations. Managers fulfill decisional, informational, and relationship roles and require different skill sets based on their level within the organizational hierarchy.
Mis levels of management.1
Ppt contain topics like Introduction,Definition,Concept,Effectiveness Vs Efficiency,Objectives of management and last is Levels of Management and it's Function.
Management functions and structure
Management involves coordinating efforts to accomplish goals using available resources. The five basic functions of management are planning, organizing, staffing, coordinating, and controlling. Planning involves setting goals and determining actions to reach goals. Organizing establishes the organizational structure and chain of command. Staffing involves recruiting and developing personnel. Coordinating ensures all activities work together, while controlling establishes standards and monitors performance.
Who is manager
Manager refers to someone who oversees and directs other individuals, projects, or organizations. Effective management depends on factors such as company type, organizational structure, the manager's leadership style, and the manager's level within the company. As company size increases, management typically shifts from an informal, centralized structure to a more decentralized, process-driven structure with an emphasis on long-term planning, innovation, and collaborative goal setting. The document provides examples of how different management approaches may be needed for various company and leadership scenarios.
Ii. middle level management
This document discusses the three levels of management in most organizations: top-level management, middle-level management, and lower-level management. Top-level management such as the board of directors and CEO are responsible for controlling the entire organization, setting strategic plans and policies, and overseeing resources. Middle-level management like department managers execute plans, communicate between levels, and guide lower managers. Lower-level management such as supervisors and foremen directly oversee non-managerial staff and focus on motivating and controlling subordinates. While each level performs the main management functions, top managers focus more on planning and organizing, middle managers on management and control, and lower managers on motivation and control.
Types of Managers
Vertical management also known as Top-Down management that refers to different levels of management within the organization. Managers at different level in an organization are free to focus on different levels of management, from strategic thinking to operational level.
Pom
THIS PRESENTATION EXPLAINS BRIEFLY ABOUT THE MANAGEMENT ,TYPES OF MANAGERS,MANAGERIAL ROLES AND SKILLS.
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Levels of management
The document outlines three levels of management: top management, which includes board of directors and executive directors and sets objectives, policies, and strategic plans; middle management, comprised of functional department heads who implement top-level decisions and monitor daily results; and supervisory management, the lowest level including foremen and supervisors who assign tasks, monitor hourly results, and provide daily feedback.
functions of a manager
1) The document discusses various perspectives on the functions of management. It provides definitions and descriptions of management functions according to theorists like Fayol, Gulick, Urwick, Davis, and others.
2) The core functions of management discussed include planning, organizing, staffing, directing/leading, and controlling. For each function, the document provides explanations and examples of their processes and importance.
3) In addition to the core functions, some theorists included additional ones like commanding, coordinating, communicating, forecasting, investigating, reporting and budgeting.
PRINCIPLES OF MANAGEMENT
THIS PRESENTATION EXPLAINS BRIEFLY ABOUT THE MANAGEMENT,TYPES OF MANAGERS,MANAGERIAL ROLES AND SKILLS.
LEVELS OF MANAGEMENT
The document defines management and different levels of management in an organization. It states that a manager is responsible for planning, monitoring work, and taking corrective actions. Management has three levels - senior/top management that makes long-term strategic decisions, middle management that carries out top management decisions and plans intermediate strategies, and low-level management like supervisors that ensure day-to-day operations are carried out and short-term plans are followed. The roles and responsibilities increase in scope from low-level to senior management.
Presentation what is manager
Managers coordinate and oversee the work of others in an organization. There are four main managerial functions: planning, organizing, leading, and controlling. Planning involves deciding future courses of action. Organizing establishes how work will be structured and allocated. Leading involves motivating employees. Controlling monitors performance and ensures standards are met. Managers also require technical, human, and conceptual skills to perform their roles, which include interpersonal, informational, and decision-making responsibilities.
Speciality management
This document discusses management and organizations. It describes how organizations have evolved from traditional hierarchical structures to newer more flexible and team-oriented structures. It also defines management as coordinating work through others to achieve organizational goals efficiently and effectively. The document outlines managerial roles and functions. It describes different levels of management including top-level managers who make strategic decisions, middle managers who coordinate departments, and first-line managers who oversee front-line employees. Key skills for managers include technical, human, and conceptual abilities.
Directing in Management - Principles and Techniques
Direction is a management function performed by top-level officers to influence subordinates' actions. It involves issuing instructions using various techniques like consultation, autonomy, or an autocratic approach. Effective direction follows principles such as having a unified command structure, maximizing individual contributions, providing feedback, and ensuring objectives are in harmony. Managers direct by issuing clear, reasonable orders that motivate compliance and help achieve organizational goals.
Management structures
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals. There are two main types of management structures - vertical and horizontal. Vertically organized companies have top, middle, and supervisory levels of management, with each level implementing plans from the level above. Horizontally organized companies use self-managing teams that are customer-oriented and make their own decisions.
Levels of Management
The document discusses the different levels of management in organizations. It explains that there are typically three levels: top-level management, which is responsible for strategic planning and oversight; middle-level management, which executes organizational plans and coordinates between top management and lower levels; and lower-level management, which focuses on supervising workers and tasks. Each level has distinct roles - top management focuses on goals and policies, middle management on execution and communication, and lower management on supervision and guidance of employees. Proper distinction of roles across levels allows for effective coordination of managerial responsibilities within a business.
Levels of Management
There are three levels of management in organizations: top level, middle level, and lower level. The top level includes the board of directors and managing directors who lay down objectives, policies, and strategic plans. The middle level includes departmental managers who execute top-level plans and oversee lower-level managers. The lower level includes supervisors who assign work, train employees, maintain production quality and quantity, and handle worker issues. Each level has distinct but interconnected roles in managing an organization.
Functions, roles, and skills of managers
The document discusses the functions, roles, and skills of managers. It describes managers as achieving objectives through efficiently and effectively using resources. The core functions of managers are planning, organizing, staffing, directing, and controlling. Managers fulfill interpersonal, informational, and decisional roles. They require technical, interpersonal, and decision-making skills. Managers use human, financial, physical, and information resources. They can operate at the top, middle, or first-line levels of management within an organization.
Lesson 1 different management structures
Management structures describe how organizations arrange parts to achieve objectives. A management hierarchy provides increasing authority at higher levels, while a flat structure has few management levels between staff and managers. A chain of command determines responsibility and accountability through supervision within levels of increasing authority in the organizational hierarchy.
Levels & functions of managements
There are three levels of management in an organization: top level management, middle level management, and lower level management. Top level management determines objectives and policies, assembles resources, and controls work performance. Middle level management interprets policies, appoints employees, and issues instructions. Lower level management submits workers' grievances, ensures proper working environment and safety, and helps middle level management. The functions of management include planning, organizing, staffing, directing, and controlling.
Levels of management
The document discusses the three levels of management in an organization: top level management, middle level management, and lower level/supervisory management. It describes the roles and responsibilities at each level. Top level management focuses on planning, coordinating, and controlling overall activities. Middle level management implements plans and oversees departments. Lower level management directly oversees workers and operations.
Five function of management
The functions of management include planning, organizing, staffing, directing, and controlling. Planning involves determining goals and courses of action to achieve those goals. Organizing establishes the organizational structure and distribution of roles. Staffing involves acquiring and maintaining human resources. Directing includes leading, motivating, and communicating with employees. Controlling checks performance against plans and takes corrective actions when needed.
FUNCTIONS OF MANAGEMENT
Management involves effectively and efficiently utilizing available resources to achieve organizational goals through key functions like planning, organizing, leading, and controlling. An organization consists of two or more people working together toward common objectives. Management resources include men, materials, machinery, methods, money, time, and information. Effectiveness refers to achieving objectives, while efficiency means doing things right by optimizing input and output ratios. Managers establish strategic, tactical, and operational plans with predetermined objectives aligned with organizational legitimacy. Theories and approaches to management have evolved over time through schools of thought like scientific management and human relations. Managers fulfill decisional, informational, and relationship roles and require different skill sets based on their level within the organizational hierarchy.
Mis levels of management.1
Ppt contain topics like Introduction,Definition,Concept,Effectiveness Vs Efficiency,Objectives of management and last is Levels of Management and it's Function.
Management functions and structure
Management involves coordinating efforts to accomplish goals using available resources. The five basic functions of management are planning, organizing, staffing, coordinating, and controlling. Planning involves setting goals and determining actions to reach goals. Organizing establishes the organizational structure and chain of command. Staffing involves recruiting and developing personnel. Coordinating ensures all activities work together, while controlling establishes standards and monitors performance.
Who is manager
Manager refers to someone who oversees and directs other individuals, projects, or organizations. Effective management depends on factors such as company type, organizational structure, the manager's leadership style, and the manager's level within the company. As company size increases, management typically shifts from an informal, centralized structure to a more decentralized, process-driven structure with an emphasis on long-term planning, innovation, and collaborative goal setting. The document provides examples of how different management approaches may be needed for various company and leadership scenarios.
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This document discusses the importance of managers and provides an overview of management concepts. It defines management as the process of getting work done efficiently and effectively through others. The document outlines the key functions of management as planning, organizing, leading, and controlling. It also describes different levels of managers and examines factors that influence the manager's role, such as organizational structure and goals. Finally, it identifies important skills for managers, including conceptual, interpersonal, technical, and political abilities.
Nature and concept of management
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There are three levels of management in organizational hierarchies: top-level managers, middle-level managers, and lower-level managers. Top-level managers such as CEOs and presidents oversee the entire organization, develop goals and strategies, and mobilize resources. Middle managers execute plans, communicate between top and lower management, and inspire lower managers. Lower-level managers such as supervisors focus on controlling tasks, guiding employees, and ensuring production quality and quantity. Each level plays an important role in managing the organization and achieving its goals.
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1) The document discusses the different management levels in a company from CEO to first-line managers and the skills and roles required at each level.
2) CEOs are responsible for overall strategy and vision while top managers focus on long-term profitability and value. Middle managers communicate between levels and first-line managers supervise production tasks.
3) Conceptual skills are most important for CEOs while technical skills are key for first-line managers. Decisional roles like entrepreneurship are for CEOs and resource allocation for first-line managers. All levels transmit information downward.
Management 1
There are typically three levels of management in organizations: top-level managers who set goals for the organization; middle-level managers who carry out top-level goals and set objectives for departments; and first-level managers who supervise operational activities on a daily basis. Management levels form a hierarchy with fewer managers at higher levels. Top-level managers like CEOs and presidents are responsible for overall performance and strategic direction. Middle managers implement top-level goals and provide feedback, overseeing locations or divisions. They may aspire to top positions.
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Management is essential for any organization to be efficient and achieve its goals. It involves planning, organizing, leading and controlling. Management integrates human, physical and financial resources to achieve organizational goals through a continuous and group process. Management occurs at three levels - top level sets goals and policies, middle level executes plans and coordinates activities, and lower level focuses on supervision and operations like assigning tasks, guiding workers, and maintaining productivity and relations.
Overview of principles of management
This document provides an overview of the principles of management course. It discusses key concepts like the definition of management, management functions, levels of management, managerial skills and roles, organizational culture, and management theories. The overview introduces classical theories like scientific management and administrative theory. It also discusses behavioral and modern system approaches to management as well as contingency theory. The document aims to equip readers with foundational knowledge on principles of management.
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The document discusses the concepts of management and organization. It defines management as coordinating human and material resources to achieve organizational objectives. Managers plan and direct work, monitor performance, and take corrective actions. They may directly oversee workers or supervise other supervisors. Good managers know how to manage people rather than needing expertise in each worker's tasks. The document also examines managerial roles, skills, and the functions of planning, organizing, staffing, leading, and controlling in management.
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This document provides an overview of management concepts including definitions of management, the nature and purpose of management, levels and types of managers, managerial roles and skills, and the social responsibility of managers. It also discusses the evolution of management thought from classical to modern perspectives. Some key points covered include definitions of management as the process of getting work done through others, the functions of management such as planning and organizing, and different managerial roles like figurehead and leader. The document also addresses the characteristics of successful managers and their skills at different levels.
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The document discusses ABC classification, which categorizes inventory items into classes A, B, and C based on their value and consumption. Class A items account for 70-80% of total consumption but only 10-20% of inventory items, while Class C items are the opposite, accounting for 5-10% of consumption with 65-75% of inventory items. The ABC classification is then used to determine inventory control procedures, with Class A items checked more frequently than Class B, and Class C checked least or not at all. The document provides an example of using ABC analysis to identify high-impact equipment for renegotiation to maximize savings.
Nannari juice
how to make nannari juice and its benifits byfriends kitchen
Benefits of Sabja seedsย " Helps in Weight Loss. ...
Reduces Body Heat. ...
Controls Blood Sugar Levels. ...
Relieves Constipation and Bloating. ...
Treats Acidity and Heartburn. ...
For Healthy Skin and Hair. ...
Cures Cough and Flu.
For vedio please check out the you tube link below :
https://www.youtube.com/watch?v=IAQlQoZ_XY8
S project export papaya ppt
- Papaya is a tropical fruit that is commercially important due to its high nutritional and medicinal value. India is the world's largest producer of papaya, producing around 3 million tonnes annually.
- Andhra Pradesh is the largest papaya producing state in India, producing over 1 million tonnes annually on 11,700 hectares of land. Bihar is also a major producer, growing papaya on 7,200 hectares of land.
- For export, papayas are often washed, treated with fungicide or hot water, and packaged individually in crates to prevent infection and damage. They can be stored for 1-6 weeks at 10-13ยฐC and 85-90% humidity.
S personality develpment
Personality is shaped by biological, family, social, and cultural factors. It influences consumer behavior through three main theories:
1. Psychoanalytic theory proposes personality results from childhood conflicts between the id, ego, and superego. This influences product choices for fantasy, wish fulfillment, and stress relief.
2. Socio-psychological theory recognizes personality is shaped by social needs and meeting societal expectations, rather than just biology.
3. Social/cultural theories believe social and cultural variables are more important than biology. Products may symbolize unattainable goals fulfilling unconscious desires. Emotions are strong feelings evoked by events that influence behavior, mental imagery, physiology, subjective feelings, and actions
S an introduction to the imdg code
The IMDG Code provides detailed technical specifications for safely transporting dangerous goods by sea. It classifies dangerous goods into 9 classes based on their hazards and requires unique identification of each good using its UN number and proper shipping name. The code is updated every two years by the IMO to account for new goods, technology, and safety experience. Training in the IMDG Code is now mandatory for those involved in transporting dangerous goods by sea.
S abc
The document discusses ABC analysis, which is a method for categorizing inventory items into three classes - A, B, and C - based on their value and consumption. Class A items account for 10-20% of inventory items but 70-80% of total consumption or costs, while Class C items make up 65-75% of inventory but only 5-10% of consumption. The analysis can help determine inventory monitoring and reorder frequencies by class.
S postpurchase
The document discusses the consumer decision making process, which has three stages: pre-purchase, consumption, and post-purchase. In the pre-purchase stage, consumers go through problem recognition, information search, and evaluation of alternatives. They are influenced by commercial, social, and physical cues. During consumption, they buy, use, and dispose of the product or service. In the post-purchase stage, they evaluate their decision for cognitive dissonance reduction. The goal is to understand consumers' choices and evaluations at each stage of the process.
S pert cpm
CPM and PERT are network analysis techniques developed in the 1950s to schedule complex projects. CPM was developed by DuPont for chemical plants and focuses on cost/time tradeoffs. PERT was developed by the US Navy for the Polaris missile program to minimize time. Both use networks of activities and precedence relationships but PERT uses probabilistic time estimates to handle uncertainty while CPM uses deterministic estimates. They are now combined techniques useful for project scheduling.
S incoterms2
The document discusses INCOTERMS, which are a set of international commercial terms developed by the ICC to standardize international sales contracts. It defines 11 terms grouped into four categories based on obligations of the seller and buyer. The terms clarify responsibilities for delivery, insurance, customs clearance, and more. Using standardized INCOTERMS in contracts simplifies negotiations and reduces confusion over obligations. However, they may not address all contract elements like ownership transfer. The document provides examples of when different terms like EXW, FCA, FOB, CFR, CIF, and DDP would be appropriate based on the agreed delivery obligations.
S incoterms2
The document discusses INCOTERMS, which are a set of international commercial terms developed by the ICC to provide a common framework for the allocation of costs and risks in international trade. It defines 11 trade terms grouped into four categories based on where delivery obligations are transferred from seller to buyer. The terms standardize responsibilities for items like cargo insurance and customs clearance. By agreeing on a term like FOB or CIF, importers and exporters have a clear understanding of their obligations without needing additional contract negotiations. The document provides examples of which terms would be appropriate for different trade scenarios depending on how far the seller's responsibilities extend.
S incoterms 1
Incoterms are standardized trade terms published by the International Chamber of Commerce that define the responsibilities of the seller and buyer for the delivery of goods under sales contracts. The document discusses the most common Incoterms - EXW, FCA, FAS, FOB, CFR, and CIF - and provides examples of how each term divides obligations between the buyer and seller. It also notes that the International Chamber of Commerce's publication Incoterms 2000 contains the full definitions and responsibilities for all Incoterms.
S incoterms 1
Incoterms are standardized trade terms published by the International Chamber of Commerce that define the responsibilities of the seller and buyer for the delivery of goods under sales contracts. The document discusses the most common Incoterms - EXW, FCA, FAS, FOB, CFR, and CIF - and provides examples of how each term divides obligations between the buyer and seller. It also notes that the International Chamber of Commerce's publication Incoterms 2000 contains the full definitions and responsibilities for all Incoterms.
S consumer decision
The document discusses the consumer decision process for services, which involves three stages: pre-purchase, consumption, and post-purchase. In the pre-purchase stage, consumers are exposed to commercial, social, and physical cues that create problem awareness and lead to an internal or external information search to evaluate alternatives.
Visual aids to_communication
This document discusses various visual aids that can be used for business communication presentations. It notes that visual aids can help engage audiences by supplementing what is heard with what is seen. Flip charts, overhead projectors, videos, and slides are some commonly used visual aids. For each type of visual aid, the document provides brief details on how to effectively use them, such as keeping flip chart text concise and leaving space, using color deliberately in overheads, choosing relevant videos, and arranging slides to present customized programs. The overall message is that visual aids can enhance presentations by making messages clearer and connecting better with audiences when used appropriately.
Verbal written communication
Verbal and non-verbal communication are the two pillars of communication. Verbal communication involves the exchange of spoken words and messages, while non-verbal communication conveys messages through gestures, body language, facial expressions and other visual cues. Both forms of communication have advantages and disadvantages depending on whether the interaction is spoken or written. Effective communication relies on utilizing both verbal and non-verbal elements appropriately based on the context and audience.
Techniques of emphasising-bc
This document discusses techniques for emphasizing important information in verbal and written communication. It identifies common communication methods like spoken word, images, and writing. Emphasizing is important to bring clarity, direct attention, and highlight key points for the recipient to understand. In verbal communication, emphasis can be added through tone, pace, volume, body language and facial expressions. In writing, underlining, bolding, capitalizing, fonts, colors, punctuation and formatting are techniques used to emphasize. Both verbal and non-verbal elements must be considered when communicating to avoid distortion or messages being misinterpreted.
Performance letter
The document discusses a poor performance termination letter sent by an Indian insurance company to underperforming sales managers. It summarizes that the company had given sales managers targets for the previous month that many were unable to meet due to economic slowdown. As a result, the company sent a letter informing managers of their underperformance and relieving them of their duties, while also offering them an opportunity to provide additional context.
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Fundamentals of management
- 1. Fundamentals of ManagemenFundamentals of Managemen BY SUJITH BHASKAR RBY SUJITH BHASKAR R
- 2. Why management ?Why management ?
- 3. ๏ฎ Managers โ Organization โ GoalsManagers โ Organization โ Goals
- 4. ManagersManagers ๏ฎ Individuals in an organization who direct theIndividuals in an organization who direct the activities of others.activities of others.
- 5. OrganizationOrganization ๏ฎ A systematic arrangement of people brought togetherA systematic arrangement of people brought together to accomplish some specific purpose.to accomplish some specific purpose.
- 6. ๏ฎ GoalGoal The stateย ofย affairs that a plan is intended to achieveThe stateย ofย affairs that a plan is intended to achieve
- 7. Titles of managers in anTitles of managers in an organizationorganization ๏ฎ Top ManagersTop Managers ๏ฎ Middle ManagersMiddle Managers ๏ฎ First โLine ManagersFirst โLine Managers ๏ฎ Operatives โ WorkersOperatives โ Workers Top Level Managers Middle Level Managers Lower level Managers/First Line Managers Operatives
- 8. ๏ฎ Operatives โ People who work directly on a job orOperatives โ People who work directly on a job or task and have notask and have no responsibilityresponsibility for overseeing thefor overseeing the work of others .work of others .
- 9. ๏ฎ Responsibility - The state of being responsible,Responsibility - The state of being responsible, accountable, or answerable, as for a trust, debt, oraccountable, or answerable, as for a trust, debt, or obligationobligation
- 10. ๏ฎ First-Line Managers / Lower level ManagersFirst-Line Managers / Lower level Managers They are responsible for directing the day to dayThey are responsible for directing the day to day activities of operatives employees. They are alsoactivities of operatives employees. They are also known as supervisors.known as supervisors.
- 11. ๏ฎ Middle Level ManagersMiddle Level Managers They represent between the first line manager andThey represent between the first line manager and top management.top management. These individuals manage other managers and possiblyThese individuals manage other managers and possibly some operative employees and are typically responsiblesome operative employees and are typically responsible for translating the goals set by top management intofor translating the goals set by top management into specific details that lower โlevel manager canspecific details that lower โlevel manager can perform.perform.
- 12. ๏ฎ Top Level MangersTop Level Mangers These individuals are responsible for making decisionsThese individuals are responsible for making decisions about the direction of the organization andabout the direction of the organization and establishing policies that affects all organizationestablishing policies that affects all organization members.members. Top Managers โ Vice president , President,Top Managers โ Vice president , President, Chancellor ,Managing director , Chief OperatingChancellor ,Managing director , Chief Operating officer ,Chief executive officer, or chair person of theofficer ,Chief executive officer, or chair person of the board.board.
- 13. Now What is Management ?Now What is Management ? ๏ฎ The process of getting things done, effectively and efficiently,The process of getting things done, effectively and efficiently, through and with other people.through and with other people. Efficiency โdoing the task correctly; refers to theEfficiency โdoing the task correctly; refers to the relationship between inputs and outputs.relationship between inputs and outputs. Effectiveness โ doing the right taskEffectiveness โ doing the right task