Here are a few steps you could take as the new manager:
1. Schedule introductory meetings with each employee to learn about their roles and responsibilities, goals, and any ongoing projects or issues.
2. Meet with the previous manager to get a comprehensive overview of department operations, priorities, budgets, and any other important contextual information.
3. Observe group interactions and workflows for a period before initiating any changes to better understand the existing culture and dynamics.
4. Establish an open door policy and listen to employee feedback to identify opportunities for improvement from their perspectives.
5. Develop a transition plan with clear short-term goals and metrics to evaluate early progress and success in the new role.
The key
This chapter discusses the environment and culture of organizations. It describes the internal and external environments that organizations operate within. The external environment includes the general environment of broader economic, social, and political forces as well as the task environment of specific groups like competitors and customers. The internal environment includes internal stakeholders and organizational culture. The chapter also examines how environments can affect organizations through factors like uncertainty and competitive forces. It explores various strategies organizations use to adapt to their environments such as strategic responses, mergers and alliances, and organizational flexibility.
This chapter discusses managerial ethics and social responsibility. It covers how organizations define ethical values and make ethical decisions. Regarding social responsibility, the chapter outlines how organizations identify stakeholders and take approaches ranging from obstructionist to proactive. It also examines how businesses and government influence each other and how organizations manage social responsibility through compliance, philanthropic giving, and culture.
The document discusses traditional and contemporary issues and challenges in management. It provides an overview of different perspectives in management including classical, behavioral, quantitative, systems, and operations management perspectives. It emphasizes that an effective framework integrates these perspectives and recognizes their situational and contingent nature to provide a complete understanding of management.
This chapter discusses the basic elements of planning and decision making in organizations. It covers the planning process, types of organizational goals, developing strategic, tactical and operational plans, and addressing barriers to planning. Goals provide guidance and motivation, come in various levels and timeframes, and require plans for achievement. Managers at all levels are responsible for setting goals corresponding to their position. Planning involves stakeholders across the organization and different timeframes from long-term strategic to short-term operational. Contingency planning prepares for uncertainties while crisis management handles unexpected events. Barriers to planning like lack of support must be addressed for effective goal setting and implementation.
This document discusses key concepts in management. It defines organizations, goals, management, and resources. It explains the four functions of management: planning, organizing, leading, and controlling. It also discusses managerial roles, skills, and challenges. Management involves using organizational resources to achieve goals through the four functions. Managers at different levels focus on different skills. Current challenges include globalization, competition, ethics, diversity, and technology.
This chapter discusses traditional and contemporary issues and challenges in management theory. It covers the classical, behavioral, and quantitative perspectives on management. The classical perspective included scientific management, which focused on improving individual worker efficiency, and administrative management, which focused on managing the total organization. The behavioral perspective grew out of the Hawthorne studies and emphasized social and psychological factors. The quantitative perspective uses mathematical modeling to assist decision making. More recent approaches attempt to integrate multiple perspectives, such as the systems and contingency approaches. The chapter concludes by identifying contemporary management issues and challenges faced by managers today.
This document provides an overview of management and a manager's job. It defines management as a set of activities including planning, organizing, leading and controlling organizational resources to achieve goals efficiently and effectively. A manager is someone who carries out the management process. The document outlines the four basic management functions of planning, organizing, controlling and leading. It also describes different types of managers based on their level in the organization and area of specialization. Finally, it discusses managerial roles, skills and how management incorporates both science and art.
This chapter discusses the environment and culture of organizations. It describes the internal and external environments that organizations operate within. The external environment includes the general environment of broader economic, social, and political forces as well as the task environment of specific groups like competitors and customers. The internal environment includes internal stakeholders and organizational culture. The chapter also examines how environments can affect organizations through factors like uncertainty and competitive forces. It explores various strategies organizations use to adapt to their environments such as strategic responses, mergers and alliances, and organizational flexibility.
This chapter discusses managerial ethics and social responsibility. It covers how organizations define ethical values and make ethical decisions. Regarding social responsibility, the chapter outlines how organizations identify stakeholders and take approaches ranging from obstructionist to proactive. It also examines how businesses and government influence each other and how organizations manage social responsibility through compliance, philanthropic giving, and culture.
The document discusses traditional and contemporary issues and challenges in management. It provides an overview of different perspectives in management including classical, behavioral, quantitative, systems, and operations management perspectives. It emphasizes that an effective framework integrates these perspectives and recognizes their situational and contingent nature to provide a complete understanding of management.
This chapter discusses the basic elements of planning and decision making in organizations. It covers the planning process, types of organizational goals, developing strategic, tactical and operational plans, and addressing barriers to planning. Goals provide guidance and motivation, come in various levels and timeframes, and require plans for achievement. Managers at all levels are responsible for setting goals corresponding to their position. Planning involves stakeholders across the organization and different timeframes from long-term strategic to short-term operational. Contingency planning prepares for uncertainties while crisis management handles unexpected events. Barriers to planning like lack of support must be addressed for effective goal setting and implementation.
This document discusses key concepts in management. It defines organizations, goals, management, and resources. It explains the four functions of management: planning, organizing, leading, and controlling. It also discusses managerial roles, skills, and challenges. Management involves using organizational resources to achieve goals through the four functions. Managers at different levels focus on different skills. Current challenges include globalization, competition, ethics, diversity, and technology.
This chapter discusses traditional and contemporary issues and challenges in management theory. It covers the classical, behavioral, and quantitative perspectives on management. The classical perspective included scientific management, which focused on improving individual worker efficiency, and administrative management, which focused on managing the total organization. The behavioral perspective grew out of the Hawthorne studies and emphasized social and psychological factors. The quantitative perspective uses mathematical modeling to assist decision making. More recent approaches attempt to integrate multiple perspectives, such as the systems and contingency approaches. The chapter concludes by identifying contemporary management issues and challenges faced by managers today.
This document provides an overview of management and a manager's job. It defines management as a set of activities including planning, organizing, leading and controlling organizational resources to achieve goals efficiently and effectively. A manager is someone who carries out the management process. The document outlines the four basic management functions of planning, organizing, controlling and leading. It also describes different types of managers based on their level in the organization and area of specialization. Finally, it discusses managerial roles, skills and how management incorporates both science and art.
This chapter discusses the nature of management and the manager's job. It defines management as a set of activities including planning, organizing, leading and controlling organizational resources to achieve goals efficiently and effectively. It describes the four main management functions and different types of managers based on their level and area in the organization. The chapter also outlines managerial roles, skills, and how management involves both science and art. It concludes by discussing paths to becoming a manager and types of organizations.
This document discusses the role and responsibilities of managers. It defines management as a set of activities including planning, organizing, leading and controlling resources to achieve organizational goals efficiently and effectively. Managers at different levels (top, middle, first-line) and in different areas (marketing, finance, etc.) must fulfill roles like figurehead, leader and liaison. They also need skills such as technical, interpersonal, conceptual, diagnostic, communication, decision-making and time management. The manager's job involves planning work, organizing employees, controlling performance, and leading employees to motivate them and create an efficient work environment.
The document discusses the basic elements of organizing an organization. It defines organizing as deciding how best to group organizational activities and resources. The key building blocks of organizing discussed are organizational structure, job design, departmentalization, establishing reporting relationships, distributing authority, and coordinating activities. Effective organizing provides clarity, divides work, establishes authority relationships, and aids in decision making.
The document discusses the role and responsibilities of managers in organizations. It defines management as a set of activities like planning, organizing, leading, and controlling resources to achieve organizational goals efficiently. Managers at different levels (top, middle, lower) combine resources like financial, physical, human, and information. Effective managers fulfill roles, develop skills like technical, interpersonal, conceptual, and make decisions. They motivate employees to work as a team and cope with uncertainties to accomplish goals.
1. The document discusses the nature of management and the manager's job. It describes management as a set of activities including planning, organizing, leading and controlling resources to achieve organizational goals efficiently and effectively.
2. A manager is someone who carries out the management process of planning, organizing, leading and controlling human, financial, physical and information resources.
3. The four basic management functions are planning and decision making, organizing, leading, and controlling. There are different kinds of managers at various levels and areas of an organization.
This document discusses managers and management. It defines management as coordinating the actions of people in an organization to achieve goals. Managers are responsible for supervising the use of resources, including people, equipment, and finances. The main functions of management are planning, organizing, leading, and controlling. Managers spend differing amounts of time on each function. An organization's structure and a manager's skills can impact its performance.
PRINCIPLES OF MANAGEMENT lecture notesBala Murugan
Management involves coordinating the efforts of people (men, machines, materials, money) to accomplish organizational goals in an efficient manner. It can be viewed as both an art and a science. As an art, management requires personal skills and creativity to achieve practical results. As a science, it involves developing and applying principles and theories through research. Key figures in the evolution of management thought include Fayol, who developed 14 principles of management, and Taylor, who pioneered scientific management focusing on time/motion studies. Effective management is important for organizations to utilize resources optimally and meet challenges.
Chapter 2 - Traditional and Contemporary Issues and ChallengesSaif Mahmud
The document discusses the history and evolution of management theory. It describes the Classical perspective involving scientific management and administrative management. Scientific management focused on improving individual worker efficiency while administrative management addressed managing the total organization. The Behavioral perspective emerged from the Hawthorne Studies and emphasized the importance of human behavior and social factors in organizations. This led to the development of fields like organizational behavior.
The document discusses the concept of control in management. It defines control as a process to regulate organizational activities to align with plans, targets, and standards. The key purposes of control are to adapt to changes, limit errors, help organizations cope with complexity, and minimize costs. Control occurs at four levels - operational, financial, structural, and strategic. The control process involves establishing standards, measuring performance, comparing performance to standards, determining if corrective action is needed, and taking steps to maintain or correct deviations from standards. Financial controls are particularly important and involve tools like budgets, financial statements, income statements, balance sheets, ratio analysis, and audits. Effective control integrates planning, is flexible, accurate, timely, and objective.
This chapter discusses organizing as the process of grouping people and tasks to achieve goals. It defines organizing and examines it as a process. The chapter also covers types of organization structures like line, line and staff, and functional. It discusses organization charts, departmentation, centralization vs decentralization, and the relationships between line and staff. The key goals of organizing are establishing responsibility, communication, and performance measurement.
This document summarizes key concepts from Chapter 8 of the textbook "Management: Arab World Edition" by Robbins, Coulter, Sidani, and Jamali. It discusses strategic management, including defining strategic management and describing the strategic management process. The strategic management process involves 6 steps: identifying the current mission and goals, external and internal analysis (SWOT analysis), formulating strategies, implementing strategies, and evaluating results. The document also covers corporate strategies like growth, stability, and renewal strategies. Competitive strategies using Porter's five forces model and three strategies of cost leadership, differentiation, and focus are discussed. Current strategic issues around strategic flexibility, e-business, customer orientation, and innovation are summarized.
This document discusses employee motivation and performance. It covers several theories of motivation, including: Maslow's hierarchy of needs, ERG theory, two-factor theory, expectancy theory, equity theory, goal-setting theory, and reinforcement theory. It also discusses content and process perspectives on motivation and popular motivational strategies used in workplaces like empowerment, participation, flexible work arrangements, and different reward systems.
This document discusses the basic elements of control in management. It defines control as a process to regulate organizational activities according to plans, targets, and standards. The purposes of control are to adapt to change, limit errors, help with complexity, and minimize costs. Control occurs at four levels - operational, financial, structural, and strategic. Managers are responsible for control and may have help from controllers. The control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions if needed. The document outlines different types of controls and financial management tools used in organizational control.
Basic elements of planning and decision makingICAB
This document discusses organizational goal setting and planning. It covers the purposes of goals in providing guidance, promoting planning, motivating employees, and enabling evaluation. Goals can be set at different levels, such as mission, strategic, tactical, and operational goals. Planning involves determining objectives, actions, resources, and implementation. Effective planning requires identifying what needs to be done, how, and when. Different types of plans include strategic, tactical, operational, contingency, and crisis management plans. Barriers to planning like improper goals, rewards, and resistance must be addressed.
Traditional and contemporary issues and challengesICAB
This document discusses the history and evolution of management theories and perspectives. It covers several topics:
- Traditional management perspectives like scientific management, administrative management, and the human relations movement.
- Contemporary perspectives including behavioral management, quantitative management, systems thinking, and operations management.
- An integrated framework that combines classical, behavioral, quantitative, contingency, and systems approaches to management.
The document seeks to provide an overview of the key theories, concepts, and models that underpin the field of management and how understandings of management have developed over time.
The document outlines 10 managerial roles grouped into 3 categories: interpersonal roles of figurehead, leader, and liaison; informational roles of monitor, disseminator, and spokesperson; and decisional roles of entrepreneur, disturbance handler, resource allocator, and negotiator. Each role is defined briefly, with examples given for some. The roles cover ceremonial, supervisory, communication, information gathering and sharing, innovation, problem-solving, resource allocation, and negotiation duties of managers.
This document provides an introduction to management concepts. It defines management as a process of designing and maintaining an environment where people work together to achieve goals efficiently. The functions of managers include planning, organizing, staffing, leading and controlling. There are three levels of management - top management sets organizational goals, middle management develops departmental goals, and supervisory management handles day-to-day operations. Managerial skills include technical, human, conceptual, and design skills. Different approaches to studying management are also outlined.
Managers assume multiple roles to meet the demands of their functions. Henry Mintzberg identified ten common managerial roles divided into three groups: interpersonal, informational, and decisional. The three interpersonal roles are figurehead, leader, and liaison, which are primarily concerned with interpersonal relationships. The three informational roles are disseminator, spokesperson, and monitor, which are primarily concerned with the information aspects of managerial work. The four decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator, which revolve around making choices.
The document provides an overview of management principles and concepts. It defines management as the process of achieving organizational goals efficiently and effectively through planning, organizing, staffing, leading, and controlling. The document also discusses Henri Fayol's 14 principles of management, McGregor's Theory X and Y, the roles and skills of managers, and the functions and levels of management.
Definitions of management by various authorPawel Gautam
Management can be defined in several ways as it is a complex concept with many perspectives. Some key definitions include:
- Management is the art of getting things done through others and with formally organized groups (Harold Koontz).
- It involves planning, organizing, actuating and controlling to accomplish predetermined objectives (George R. Terry).
- Modern views see management as a process that utilizes resources to influence human action and facilitate organizational change (Theo Haimann & William Scott).
- In conclusion, management can be defined as the process of planning, organizing, staffing, directing and controlling people's efforts in a business organization to achieve goals.
This chapter discusses the nature of management and the manager's job. It defines management as a set of activities including planning, organizing, leading and controlling organizational resources to achieve goals efficiently and effectively. It describes the four main management functions and different types of managers based on their level and area in the organization. The chapter also outlines managerial roles, skills, and how management involves both science and art. It concludes by discussing paths to becoming a manager and types of organizations.
This document discusses the role and responsibilities of managers. It defines management as a set of activities including planning, organizing, leading and controlling resources to achieve organizational goals efficiently and effectively. Managers at different levels (top, middle, first-line) and in different areas (marketing, finance, etc.) must fulfill roles like figurehead, leader and liaison. They also need skills such as technical, interpersonal, conceptual, diagnostic, communication, decision-making and time management. The manager's job involves planning work, organizing employees, controlling performance, and leading employees to motivate them and create an efficient work environment.
The document discusses the basic elements of organizing an organization. It defines organizing as deciding how best to group organizational activities and resources. The key building blocks of organizing discussed are organizational structure, job design, departmentalization, establishing reporting relationships, distributing authority, and coordinating activities. Effective organizing provides clarity, divides work, establishes authority relationships, and aids in decision making.
The document discusses the role and responsibilities of managers in organizations. It defines management as a set of activities like planning, organizing, leading, and controlling resources to achieve organizational goals efficiently. Managers at different levels (top, middle, lower) combine resources like financial, physical, human, and information. Effective managers fulfill roles, develop skills like technical, interpersonal, conceptual, and make decisions. They motivate employees to work as a team and cope with uncertainties to accomplish goals.
1. The document discusses the nature of management and the manager's job. It describes management as a set of activities including planning, organizing, leading and controlling resources to achieve organizational goals efficiently and effectively.
2. A manager is someone who carries out the management process of planning, organizing, leading and controlling human, financial, physical and information resources.
3. The four basic management functions are planning and decision making, organizing, leading, and controlling. There are different kinds of managers at various levels and areas of an organization.
This document discusses managers and management. It defines management as coordinating the actions of people in an organization to achieve goals. Managers are responsible for supervising the use of resources, including people, equipment, and finances. The main functions of management are planning, organizing, leading, and controlling. Managers spend differing amounts of time on each function. An organization's structure and a manager's skills can impact its performance.
PRINCIPLES OF MANAGEMENT lecture notesBala Murugan
Management involves coordinating the efforts of people (men, machines, materials, money) to accomplish organizational goals in an efficient manner. It can be viewed as both an art and a science. As an art, management requires personal skills and creativity to achieve practical results. As a science, it involves developing and applying principles and theories through research. Key figures in the evolution of management thought include Fayol, who developed 14 principles of management, and Taylor, who pioneered scientific management focusing on time/motion studies. Effective management is important for organizations to utilize resources optimally and meet challenges.
Chapter 2 - Traditional and Contemporary Issues and ChallengesSaif Mahmud
The document discusses the history and evolution of management theory. It describes the Classical perspective involving scientific management and administrative management. Scientific management focused on improving individual worker efficiency while administrative management addressed managing the total organization. The Behavioral perspective emerged from the Hawthorne Studies and emphasized the importance of human behavior and social factors in organizations. This led to the development of fields like organizational behavior.
The document discusses the concept of control in management. It defines control as a process to regulate organizational activities to align with plans, targets, and standards. The key purposes of control are to adapt to changes, limit errors, help organizations cope with complexity, and minimize costs. Control occurs at four levels - operational, financial, structural, and strategic. The control process involves establishing standards, measuring performance, comparing performance to standards, determining if corrective action is needed, and taking steps to maintain or correct deviations from standards. Financial controls are particularly important and involve tools like budgets, financial statements, income statements, balance sheets, ratio analysis, and audits. Effective control integrates planning, is flexible, accurate, timely, and objective.
This chapter discusses organizing as the process of grouping people and tasks to achieve goals. It defines organizing and examines it as a process. The chapter also covers types of organization structures like line, line and staff, and functional. It discusses organization charts, departmentation, centralization vs decentralization, and the relationships between line and staff. The key goals of organizing are establishing responsibility, communication, and performance measurement.
This document summarizes key concepts from Chapter 8 of the textbook "Management: Arab World Edition" by Robbins, Coulter, Sidani, and Jamali. It discusses strategic management, including defining strategic management and describing the strategic management process. The strategic management process involves 6 steps: identifying the current mission and goals, external and internal analysis (SWOT analysis), formulating strategies, implementing strategies, and evaluating results. The document also covers corporate strategies like growth, stability, and renewal strategies. Competitive strategies using Porter's five forces model and three strategies of cost leadership, differentiation, and focus are discussed. Current strategic issues around strategic flexibility, e-business, customer orientation, and innovation are summarized.
This document discusses employee motivation and performance. It covers several theories of motivation, including: Maslow's hierarchy of needs, ERG theory, two-factor theory, expectancy theory, equity theory, goal-setting theory, and reinforcement theory. It also discusses content and process perspectives on motivation and popular motivational strategies used in workplaces like empowerment, participation, flexible work arrangements, and different reward systems.
This document discusses the basic elements of control in management. It defines control as a process to regulate organizational activities according to plans, targets, and standards. The purposes of control are to adapt to change, limit errors, help with complexity, and minimize costs. Control occurs at four levels - operational, financial, structural, and strategic. Managers are responsible for control and may have help from controllers. The control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions if needed. The document outlines different types of controls and financial management tools used in organizational control.
Basic elements of planning and decision makingICAB
This document discusses organizational goal setting and planning. It covers the purposes of goals in providing guidance, promoting planning, motivating employees, and enabling evaluation. Goals can be set at different levels, such as mission, strategic, tactical, and operational goals. Planning involves determining objectives, actions, resources, and implementation. Effective planning requires identifying what needs to be done, how, and when. Different types of plans include strategic, tactical, operational, contingency, and crisis management plans. Barriers to planning like improper goals, rewards, and resistance must be addressed.
Traditional and contemporary issues and challengesICAB
This document discusses the history and evolution of management theories and perspectives. It covers several topics:
- Traditional management perspectives like scientific management, administrative management, and the human relations movement.
- Contemporary perspectives including behavioral management, quantitative management, systems thinking, and operations management.
- An integrated framework that combines classical, behavioral, quantitative, contingency, and systems approaches to management.
The document seeks to provide an overview of the key theories, concepts, and models that underpin the field of management and how understandings of management have developed over time.
The document outlines 10 managerial roles grouped into 3 categories: interpersonal roles of figurehead, leader, and liaison; informational roles of monitor, disseminator, and spokesperson; and decisional roles of entrepreneur, disturbance handler, resource allocator, and negotiator. Each role is defined briefly, with examples given for some. The roles cover ceremonial, supervisory, communication, information gathering and sharing, innovation, problem-solving, resource allocation, and negotiation duties of managers.
This document provides an introduction to management concepts. It defines management as a process of designing and maintaining an environment where people work together to achieve goals efficiently. The functions of managers include planning, organizing, staffing, leading and controlling. There are three levels of management - top management sets organizational goals, middle management develops departmental goals, and supervisory management handles day-to-day operations. Managerial skills include technical, human, conceptual, and design skills. Different approaches to studying management are also outlined.
Managers assume multiple roles to meet the demands of their functions. Henry Mintzberg identified ten common managerial roles divided into three groups: interpersonal, informational, and decisional. The three interpersonal roles are figurehead, leader, and liaison, which are primarily concerned with interpersonal relationships. The three informational roles are disseminator, spokesperson, and monitor, which are primarily concerned with the information aspects of managerial work. The four decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator, which revolve around making choices.
The document provides an overview of management principles and concepts. It defines management as the process of achieving organizational goals efficiently and effectively through planning, organizing, staffing, leading, and controlling. The document also discusses Henri Fayol's 14 principles of management, McGregor's Theory X and Y, the roles and skills of managers, and the functions and levels of management.
Definitions of management by various authorPawel Gautam
Management can be defined in several ways as it is a complex concept with many perspectives. Some key definitions include:
- Management is the art of getting things done through others and with formally organized groups (Harold Koontz).
- It involves planning, organizing, actuating and controlling to accomplish predetermined objectives (George R. Terry).
- Modern views see management as a process that utilizes resources to influence human action and facilitate organizational change (Theo Haimann & William Scott).
- In conclusion, management can be defined as the process of planning, organizing, staffing, directing and controlling people's efforts in a business organization to achieve goals.
This chapter discusses decision making and problem solving. It defines decision making and describes types of decisions and conditions. It outlines rational and behavioral perspectives on decision making. The rational perspective involves obtaining complete information and evaluating alternatives logically. However, managers have bounded rationality and tend to satisfice. Group decision making has advantages like more information but disadvantages like longer timeframes. Managing techniques include setting deadlines and having members critically evaluate alternatives.
Management involves planning, organizing, directing, and controlling resources to achieve goals. It can be defined as determining and clarifying an organization's purpose and objectives, and ensuring they are accomplished. Management is both an art and a science, using strategic planning and leadership to motivate employees to complete tasks efficiently and effectively.
The document discusses environmental degradation as an increasing concern. It notes that environmental degradation occurs through depletion of resources like air, water, and soil as well as destruction of ecosystems and wildlife extinction. If the environment becomes irreparably compromised, it could mean the end of human existence as we only have one Earth. The document then provides examples of different types of environmental degradation like air, water, and land pollution and their negative impacts. It shares statistics on the large economic costs of environmental degradation in India annually. The conclusion calls for reducing waste and pollution, reusing products, and saving the natural environment and resources to also benefit the country's economy.
The document discusses contemporary issues in human resource management (HRM) such as job stress, employee burnout, safety, diversity and discrimination, and sexual harassment and violence. It outlines the meanings, causes, and symptoms of job stress and employee burnout. Job stress can result from conflicts between work and family roles or technological advances, and symptoms include depression, absenteeism, and physical illnesses. Employee burnout stems from factors like high work pressure and lack of work-life balance, and symptoms consist of inability to enjoy life and lack of work enthusiasm. The document also covers improving workplace safety and the negative impacts of discrimination and lack of diversity. HR responses include compensation, employee involvement, and diversity training.
This document discusses effective organizational communication. It begins by outlining the communication process, including the source encoding a message, choosing a channel to send it through, the receiver decoding the message, and feedback. It then covers forms of communication like oral, written, and nonverbal. Direction of communication in organizations can be vertical or lateral. Organizational communication can occur through formal and informal networks. Barriers to communication and the results of communication failures are also examined. The document concludes with principles for good information and discussing whether perfect communication is attainable.
The document summarizes several contemporary issues in human resource management (HRM). It discusses international HRM, strategic HRM, green HRM, and changes occurring in HRM practices in India. Major topics covered include managing expatriates, models of international HRM, the characteristics and basic steps of international HRM, the reasons for growing interest in strategic HRM, the differences between traditional and strategic HRM, and examples of companies that have adopted green HRM practices.
This presentation includes as many as 22 pertinent universal issues governing management accompanied with examples from various sectors, followed by a brief case analyses of corporate culture at British Airways.
TRENDS AND ISSUES in HUMAN RESOURCE MANAGEMENTJasmin Comoda
This document summarizes trends and issues in human resource management. It discusses how globalization, technology, managing change, developing human capital, and responding to market demands are reshaping HR. New technologies like social media and analytics are allowing HR to play a more strategic role. The challenges for HR managers are to stay up to date on innovations and address issues like an aging workforce, skills deficiencies, diversity, and social/legal concerns. The summary provides an overview of the key topics covered in the document.
Theories of Motivation - Overview of the Content Theories of Motivation Monica P
(MST) Advanced Administration and Supervision in Educational Practices
(class report(s)/discussion(s))
DISCLAIMER: I do not claim ownership of the photos, videos, templates, and etc used in this slideshow
This document discusses the concept of management. It states that an organization needs management to stay organized and achieve its goals, just as an army needs a general, a team needs a coach, and a nation needs a government. Management is generally defined as the art and science of getting things done through others by planning, guiding, and coordinating their work. The document then discusses several key aspects of management, including that it is goal-oriented, pervasive in all organizations, multidimensional, continuous, involves groups, is dynamic to adapt to changes, and is an intangible force that directs an organization.
The document discusses the evolution and key concepts of human resource management (HRM) in Bangladesh. It traces HRM from the 1930s focus on employment and welfare, through stages of compensation/benefits, industrial relations, and human resource planning. Modern HRM is described as strategic and promising. The core functions of HRM are attracting, developing, motivating and maintaining an effective workforce. HRM is characterized as dynamic, pervasive, continuous, system-oriented, and emphasizing the management of human resources or manpower.
Chapter 06 understanding information and e businessNur Khalida
This chapter discusses understanding information and e-business. It outlines the learning objectives which include examining how information can reduce risk, describing management's information requirements, and explaining the meaning of e-business. The chapter also discusses how a management information system collects, stores, processes, and presents information to help employees make better decisions and gives examples of how e-business satisfies customer needs online through virtual products and services.
This document discusses business and managerial ethics. It defines ethics and explains that business ethics refers to the ethical or unethical behaviors of employees in the context of their jobs. The document also discusses sources of personal ethics codes, social responsibility, stakeholders that businesses should consider, and areas of social responsibility including the environment, customers, employees, and investors. It provides arguments for and against social responsibility programs in business.
This document discusses the environment and culture of organizations. It defines the internal and external environments that organizations operate within, including the general environment, task environment, and internal environment. The general environment consists of economic, technological, sociocultural, political-legal and international forces. The task environment includes competitors, customers, suppliers, regulators and strategic partners. The internal environment includes owners, employees and organizational culture. The document also describes how organizations adapt to changes in their environments through strategies like information management, strategic responses, mergers and acquisitions, and organizational design flexibility.
This document discusses how multinational corporations consider and apply diversity in their strategies. It explores how strategists can better manage diversity given that organizations operate across borders and employ large diverse workforces. The document examines how classical strategy literature overlooked human and local factors, while more recent strategy as practice perspectives focus on diversity and local contexts. It analyzes how some multinational corporations have developed strategic initiatives and programs to embrace diversity through affinity groups, training, and global diversity councils.
The document outlines learning topics on motivation from several chapters including:
- Defining motivation and discussing early theories like Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory
- Contemporary theories like McClelland's three needs, goal-setting theory, reinforcement theory, and the job characteristics model
- Issues of motivation including expectancy theory, equity theory, and challenges of motivating diverse groups
This document provides an overview of theories of motivation from a chapter in a management textbook. It summarizes Maslow's hierarchy of needs theory, Herzberg's two-factor theory, and McClelland's three needs theory. It also discusses goal-setting theory, reinforcement theory, job characteristics model, equity theory, and expectancy theory. The document includes learning outlines and exhibits to illustrate key concepts from each motivation theory.
Organizational behavior is the study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself. It helps managers understand behaviors, interactions, and the environment to effectively manage people. Key perspectives include systems theory, contingency frameworks, and an interactionalist view of how people and situations mutually influence each other. Applying organizational behavior principles can help managers achieve individual, group, and organizational goals to ensure effectiveness.
Human Resource Management chapter 1 by Personsabyasachibba
This document discusses the importance of human resource management (HRM) for organizations. It outlines the primary functions of HRM as staffing, training and development, performance management, compensation and benefits, health and safety, and employee relations. Effective HRM systems help organizations meet goals, adapt to change, and increase employee engagement. HRM is a responsibility of HR professionals, managers, employees, and sometimes external partners. Understanding HRM principles is important for career success in management.
The document discusses corporate governance and the mechanisms used to manage relationships between stakeholders in organizations. It specifically focuses on the separation of ownership and control in corporations and the resulting agency problems that governance addresses. The key internal governance mechanisms discussed are ownership concentration, boards of directors, and executive compensation, while the external mechanism is the market for corporate control. The goal of corporate governance is to align managerial decision-making with shareholder interests.
111182584X_336067 Strategy in Leadership.pptssuser9e852e1
This document discusses strategic leadership and managing the strategy-making process for competitive advantage. It provides an overview of key concepts like strategy, competitive advantage, and strategic leadership. The summary discusses the primary steps in a strategic planning process, which includes selecting a mission/goals, analyzing external/internal environments, selecting strategies to address opportunities/threats, and implementing strategies. The strategic planning process aims to build on strengths and address weaknesses to achieve competitive advantage.
This document discusses strategic leadership and managing the strategy-making process for competitive advantage. It provides an overview of key concepts like strategy, competitive advantage, and strategic leadership. The summary is:
Strategic leadership involves managing a company's strategy-making process to create competitive advantage and increase shareholder value. This involves pursuing strategies that improve profitability and ensure profits grow over rivals. The strategic planning process includes analyzing internal strengths/weaknesses and external opportunities/threats, then selecting strategies to take advantage of opportunities and counter threats. The goal is strategies that build on strengths and correct weaknesses.
The document discusses strategic leadership and managing the strategy-making process. It defines key terms like strategy, core competencies, competitive advantage, and strategic competitiveness. It explains that a strategy creates value for customers and a competitive advantage when it is valuable, rare, costly to imitate, and nonsubstitutable. It also outlines the major components of the strategic planning process, including developing a mission and goals, and analyzing internal strengths and weaknesses as well as external opportunities and threats.
This document summarizes the key topics covered in Chapter 1 of the textbook "Cornerstones of Managerial Accounting". It defines managerial accounting as providing internal accounting information to assist with planning, controlling, and decision making. The main differences between managerial and financial accounting are explained. Current focuses of managerial accounting include new costing methods, customer orientation, and supporting total quality management. The role of managerial accountants is to provide supportive information to line managers. Ethical behavior is important for both managers and managerial accountants.
The document discusses accounting and organizational strategy. It introduces financial, management, and cost accounting. Cost accounting provides internal and external information, including product costs. Organizational strategy involves developing a mission statement, implementing the strategy, and deploying resources to create value. Strategy is implemented using a balanced scorecard that measures performance across financial, customer, internal process, and learning/growth perspectives. Ethical standards for accountants are set by organizations like the Institute of Management Accountants.
The document discusses key concepts related to organization design and structure including:
1. It identifies the basic elements of organizing such as organization structure and design, job specialization, and departmentalization.
2. It describes different bases for departmentalization including functional, product, customer, and location departmentalization.
3. It examines situational influences on organization design such as core technology, environment, and organization size/life cycle.
The document discusses organizational control and the planning/control cycle. It identifies three types of control: feedforward, concurrent, and feedback control. There are two approaches to organizational control: bureaucratic control using strict rules and regulations, and clan control using flexible authority and informal methods. Key components of an organizational control system include objectives, standards, evaluation/reward systems, and identifying control problems. Planning and controlling are described as the "Siamese twins of management" that work in a cycle and complement each other.
The document outlines a framework for ethical decision making in business. It discusses that ethical decision making processes can be influenced by individual factors like values and gender, and organizational factors like culture and authority figures. The framework also considers ethical issue intensity, opportunity, and institutions in ethical decisions. It does not describe how to make ethical decisions but rather the various influences involved in the process.
Strategic management and strategic competitiveness.pptxAndyCNiu
This chapter discusses strategic management and competitiveness. It introduces strategic concepts like competitive advantage and the strategic management process. It describes the increasingly global and technology-driven competitive landscape that firms operate within. The chapter outlines two models - industry organization and resource-based - that explain how firms can earn above-average returns. It also discusses vision/mission, stakeholders, strategic leaders, and the overall strategic management process of analyzing, strategizing, and ensuring performance.
This document discusses analyzing a company's internal environment to understand its resources, capabilities, and core competencies. It defines key terms like resources, capabilities, core competencies, and value chain. The document emphasizes that understanding internal strengths and weaknesses is important for identifying what a company can do well. It also provides examples of how companies like Subway have leveraged their core competencies for competitive advantage. Overall, the document outlines frameworks and considerations for analyzing a company's internal environment to help it identify current and future competitive advantages.
This document provides an overview of management concepts including the four main functions of management (planning, organizing, leading/motivating, controlling), levels of management, areas of management specialization, key skills of successful managers, leadership styles, the managerial decision-making process, and total quality management. It defines management and describes the resources managers coordinate, discusses the planning process and types of plans, and outlines the basic management functions and how they are implemented through organizing, leading/motivating people, and controlling ongoing activities.
The document discusses organization strategy, design, and effectiveness. It covers several topics:
- The main responsibilities of top management are to determine objectives, strategy, and organizational structure.
- Porter's Five Forces model and Miles and Snow's strategy typology can help formulate strategy based on competitive environment.
- Organizational strategy impacts design, and contingencies like resources and processes also affect design.
- Effectiveness is difficult to measure but managers should evaluate goals and determine key indicators, like those in the balanced scorecard approach.
This document discusses cost accounting and its relationship to financial and managerial accounting. It provides information on accountants, accounting differences, product cost information, accounting bodies, ethics, legislation, organizational strategy, structure, and potential ethical issues. Cost accountants provide product cost information to both internal and external users for decision making, planning, and performance evaluation. They must adhere to standards of ethical conduct.
This document discusses the role and importance of business research. It defines business research as applying the scientific method to search for truths about business phenomena. The document outlines the business research process and distinguishes between basic research, which expands general knowledge, and applied research, which addresses specific business decisions. It describes how the scientific method is used in research and explains how research can help businesses at each stage of the decision-making process. Finally, it discusses factors that determine when research is needed and how technology and globalization are changing 21st century business research.
Chapter 4-Organizational Capability Structure, Culture, and Roles.pptxharlicks200
The chapter discusses organizational structures such as functional, projectized, and matrix structures and how they influence project implementation and organizational culture. It also covers the different roles in project management and various project life cycle models including traditional, agile, and DMAIC models. Key cultural elements and their impact on projects are described.
Internship report (e commerce industries in bangladesh and their services a s...Saif Mahmud
This Internship Report titled “E-Commerce Industries in Bangladesh and Their Services: A Study on Shohoj Limited.” has been submitted, to BRAC Business School, for partial
fulfillment of the requirements for the degree of Bachelor of Business Administration.
This document discusses relevant costs for decision making. It provides examples and definitions of relevant and irrelevant costs. Specifically, it addresses:
- Relevant costs are those that differ between alternatives being considered, while sunk costs and future costs that do not differ are irrelevant.
- A two-step process is outlined to identify relevant costs: 1) eliminate costs that do not differ between alternatives, 2) use the remaining differential costs to make the decision.
- An example is provided of a student, Cynthia, considering whether to drive or take the train to visit a friend. Various costs associated with each alternative are identified as relevant or irrelevant to her decision.
The document discusses segmentation and decentralization in organizations. It covers the benefits and disadvantages of decentralization, different types of responsibility centers (cost centers, profit centers, investment centers), and how to prepare segmented income statements using contribution margin and traceable/common fixed costs. Superior Foods Corporation is used as an example to illustrate different ways a company can segment its business (by geographic region, customer channel) and the various responsibility centers that exist in its organization.
This document discusses flexible budgets and overhead analysis. It begins by explaining the advantages of flexible budgets over static budgets, noting that flexible budgets allow for "apples to apples" cost comparisons by showing costs that should have been incurred at the actual activity level. The document then provides an example of preparing a flexible budget for CheeseCo, calculating variable and fixed overhead costs across different activity levels. It concludes by discussing how to prepare a performance report using a flexible budget to analyze variances between budgeted and actual costs.
Standards are benchmarks used to measure performance. There are two main types of standards - quantity standards which specify the amount of input needed, and cost standards which specify the price of each input unit. Variances measure the difference between actual and standard performance, and are analyzed to identify issues. Direct materials and direct labor standards are set based on bills of materials, time studies, and efficiency goals. Price and quantity variances are calculated separately to analyze purchasing and production performance.
This document discusses the process of budgeting for organizations. It explains that a budget is a quantitative plan for acquiring and using financial resources over a specified time period. Budgeting involves developing objectives and preparing budgets to achieve these objectives, while control involves steps taken by management to ensure the objectives are attained. Self-imposed or participative budgets created with input from all levels tend to be more accurate and motivate employees. The document outlines the components of a master budget and importance of budgeting for planning and control.
This document discusses the differences between variable costing and absorption costing. Variable costing treats fixed manufacturing overhead costs as period expenses, while absorption costing allocates these costs to inventory. Absorption costing results in higher product costs and cost of goods sold, but lower net operating income compared to variable costing when production exceeds sales. The two methods will produce the same net income over multiple periods if production equals sales. Worked examples are provided to illustrate the calculations and reconcile the income statements under each method.
The document discusses cost-volume-profit (CVP) analysis and relationships. It covers several key topics:
1. It explains contribution margin and how it is used to cover fixed expenses and contribute to net operating income.
2. It demonstrates how to construct a CVP graph showing the relationships between sales volume, total costs, and profits.
3. It discusses using the contribution margin ratio to compute changes in contribution margin and net operating income from changes in sales volume.
This document discusses cost behavior analysis and the use of fixed and variable costs. It defines fixed and variable costs, explaining that total variable cost is proportional to activity level while total fixed cost remains constant. Variable cost per unit remains the same over a relevant range, while fixed cost per unit decreases as activity increases. Examples of variable costs include materials, labor, commissions. Fixed costs include depreciation, taxes, salaries. The proportion of fixed to variable costs differs between industries and there is a trend toward higher fixed costs as knowledge workers replace manual labor.
This document discusses manufacturing costs and their classification. It defines three basic manufacturing cost categories: direct materials, direct labor, and manufacturing overhead. It also distinguishes between product costs (direct materials, direct labor, manufacturing overhead) and period costs (selling costs, administrative costs). The document provides examples of costs that fall under each category and presents schedules for calculating cost of goods manufactured and cost of goods sold.
This document provides an overview of managerial accounting concepts including:
- The functions of management: planning, directing/motivating, and controlling
- Process management approaches like Lean Production, Theory of Constraints, and Six Sigma which aim to improve efficiency
- The role of management accountants in providing financial data to support planning/control and prepare financial statements
It does so through text explanations and diagrams across multiple pages.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.