HBM Internal Organisations CMD
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This document discusses different ways that organizations can group their activities and structure themselves. It describes functional, product/service, customer, place/territory, technology, and line/staff groupings. It also discusses hierarchical, flat, entrepreneurial, matrix, decentralized, and centralized organizational structures. The key advantages and disadvantages of each grouping and structure type are provided.
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The document discusses departmentation, which is the process of dividing organizational activities into units or departments based on functions, products, regions, or customers. The key points are:
1) Departmentation aims to efficiently manage large undertakings by assigning work to those best suited and facilitating activities.
2) Common ways to departmentalize include by function, product, region, and customer, with advantages like specialization and control but disadvantages like lack of coordination.
3) Factors for effective departmentation include specialization, coordination, control, economy, and human considerations.
Lecture 6 Strategic Alignment Techniques
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Strategy, organization design and Effectiveness
This document discusses various aspects of organizational strategy and effectiveness. It begins by defining strategy and the different levels of strategy - corporate, business, and functional. It then covers organizational design elements like work specialization, departmentalization, chain of command and Miles and Snow's strategic types. Finally, it discusses approaches to measuring organizational effectiveness like the goal, internal process, system resource and strategic approaches.
The Circle Of Simplicity
The document discusses how to align business and human resource strategies. It recommends:
1) Analyzing business drivers like competition and technology changes to craft an effective people strategy.
2) Creating a value creation paradigm where the organization first serves customers and shareholders to distribute wealth.
3) Aligning performance metrics, talent management, leadership, and capabilities to business priorities like growth, cost reduction, or customer service.
4) Proactively managing talent, developing leaders, and changing organizational design and culture to support business strategies.
5) Measuring HR effectiveness using ROI and focusing on speed, customers, technology, performance, and wealth distribution.
Ibm ppts m 4
The document discusses organizational structures and control systems for international business. It describes centralized vs decentralized structures and covers functional, divisional, product-based, and matrix structures. It also discusses global business planning, organizing, information, and control systems. The key aspects are integrating international business operations and choosing an organizational structure that implements strategy and balances centralized vs decentralized decision-making.
Developing a Metadata Plan-06-11-09
The document discusses developing a plan for metadata standards and management. It outlines several key aspects to consider, including identifying important standards, determining business needs and drivers, assessing project risks, learning from other organizations, starting small and focusing on specific problems, and establishing metrics for success. The document provides examples of metadata projects and emphasizes that every organization's needs are unique when developing a standards plan.
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Reprographics
This document discusses reprographics, which is the process of duplicating and copying documents. It describes the roles and equipment used in a typical reprographics department, including photocopiers, printers, scanners, laminators, and binders. It covers the functions of photocopiers and different types of printers. The document also mentions desktop publishing software and considerations for whether to conduct reprographics work in-house or through an external agency.
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The document discusses features of good filing systems and procedures. It notes that filing systems should allow information to be easily found and accessed when needed. A good system is tidy, safe, and able to adapt to future needs. Documents should be filed daily according to procedures like checking for release marks and using cross-reference cards. Electronic filing also allows quick access and editing of information but has disadvantages like potential data loss issues. Security measures like backups, access restrictions, and data protection laws help safeguard important information.
AHBM Time Management
Poor time management as a manager can lead to stress, poor organization, missed deadlines, and mistakes which negatively impact an organization. To improve time management, managers should use tools like diaries, Gantt charts, to-do lists, and action plans. They should also set SMART goals, delegate tasks appropriately, avoid time stealers, and develop key personal qualities and skills needed to be an effective manager such as technical, human, and conceptual skills.
AHBM Teamwork
There are different types of formal teams in organizations including hierarchical, specialist groups, and boundary spanning teams. Informal groups are also significant as they influence group norms and rules through friendship and shared interests. Organizing employees into teams provides both individual and organizational benefits such as physical proximity, rewards, and emotional support. For a team to be effective, it needs to go through Tuckman's stages of forming, storming, norming, and performing. Belbin's research identified nine team roles that are important for effective teams including innovator, monitor evaluator, implementer, completer finisher, coordinator, resource investigator, and supporter. Communication and maintaining both task and relationship functions are essential for a team's ongoing success.
AHBM Role of Management
The document discusses various perspectives on management and leadership. It summarizes Henri Fayol's five classic managerial roles as planning, organizing, commanding, controlling, and coordinating. Robert Katz analyzed skills as technical, human, and conceptual. Mintzberg found managers fulfill a variety of roles including interpersonal, decisional, and informational roles. Management by Objectives proposes setting organizational, departmental, and individual objectives to guide performance evaluation.
AHBM Motivation
The document discusses various theories of motivation in the workplace, including Maslow's hierarchy of needs and Herzberg's two-factor theory. It also examines different methods that managers can use to motivate employees, such as financial rewards, empowerment, job design approaches like enrichment and rotation, and quality circles. Challenges in implementing some of these motivational techniques are also addressed.
AHBM Management Theory
This document discusses various management theories including:
1. Classical, scientific, human relations, and systems approaches. The classical approach focused on structure while scientific management emphasized productivity. Human relations highlighted social needs and systems viewed organizations holistically.
2. Contingency theory argues there is no single best way to manage and the approach depends on circumstances. It seeks to match management style to tasks and the environment.
3. McGregor's Theory X sees workers as lazy while Theory Y assumes they can be creative and take responsibility if motivated properly. The approach impacts productivity and morale.
AHBM Leadership
This document discusses different theories of leadership, including:
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2. Style theory - Focuses on what leaders do, not their traits. Claims success depends on task-oriented or people-oriented leadership styles.
3. Contingency theory - Seeks to consider more variables. Suggests the most suitable leadership style depends on circumstances like the task, group, and environment. It discusses models by Fiedler, Handy, and Hersey and Blanchard.
HBM Marketing CMD
This document provides an overview of marketing concepts and terms. It defines marketing as "the process involved in identifying, anticipating and satisfying consumer requirements profitably." The key aspects of marketing discussed include the 4Ps (product, price, place, promotion), market segmentation, the product life cycle, and various marketing research methods. It also examines the role of branding, pricing strategies, distribution channels, and advertising.
HBM BICS CMD
This document provides an overview of business concepts including:
- Business activity involves the provision of goods and services to satisfy human wants. Wealth is created through the combination of land, labor, capital and enterprise in the production process.
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- Business aims to identify wants, produce goods and services, and facilitate consumption through various internal and external influences.
HBM Human Resources CMD SM
Human resources refers to managing a company's workforce, including attracting, training, developing, and retaining employees. The objectives of human resource management are to promote continuous learning, recruit and develop skilled employees, manage employee relations, design compensation systems, and ensure employee health and safety while complying with government legislation. Effective human resource management involves attracting and motivating employees through factors like job satisfaction, recognition, and responsibility.
Role of Finance CMD
The finance department plays an important role in organizations by ensuring adequate funding is available and costs are controlled. It is responsible for paying wages and salaries, paying accounts to suppliers, and maintaining accurate financial records. This allows organizations to make informed business decisions and meet their financial objectives. The finance department produces internal reports and annual accounts using information from records of income, expenses and assets. It analyzes financial data to evaluate performance and identify information for managers.
Balance Sheet CMD
The balance sheet shows a company's assets and liabilities at a particular point in time. Assets are what the company owns, while liabilities are what it owes. The balance sheet forms an accounting equation where assets minus liabilities equals capital invested in the company. It is prepared at the end of an accounting period and shows fixed assets, current assets, current liabilities, and how the company's net assets are financed.
Trading Profit And Loss CMD
The document discusses the Trading Profit and Loss Account, which summarizes the financial performance of a business over a year. It has two sections: the Trading Account, which shows gross profit before expenses, and the Profit and Loss Account, which shows net profit after expenses. The Trading Account lists revenue from sales and the cost of goods sold to calculate gross profit. The Profit and Loss Account starts with gross profit and lists additional revenue and expenses to calculate net profit. Managers use the Trading Profit and Loss Account to evaluate the business's financial results over time and compare performance to previous years and competitors.
Ratio Analysis No. 1 CMD
This document discusses several financial ratios used to analyze business performance:
- Gross Profit Margin measures profit earned from sales and is improved by raising prices, lowering costs, or selling different products.
- Profit Markup measures the percentage added to costs to determine the selling price and is improved similarly to Gross Profit Margin.
- Net Profit Margin measures overall profit after all expenses and is improved by increasing Gross Profit Margin and lowering operating expenses.
- Stock Turnover measures how quickly inventory moves and is improved by promotions, just-in-time management, or holding less stock on average.
Comparisons over time and to competitors are needed to evaluate ratio results and identify areas for improvement.
Ratio Analysis No. 2 CMD
This document discusses and provides details on several key financial ratios used to analyze business performance, including the current ratio, acid test (quick) ratio, and return on capital employed (ROCE).
The current ratio measures a company's ability to pay short-term debts by comparing current assets to current liabilities, with 2:1 seen as satisfactory. The acid test (quick) ratio is more stringent, excluding inventory from current assets, to show if debts can be paid without selling stock. ROCE shows how efficiently a company generates profit relative to its capital employed. Improvement in these ratios through better use of assets/capital is seen as positive.
Ratio Introduction 100 CMD
This document introduces ratio analysis and different types of ratios used to analyze financial performance. It discusses why ratios are useful, types of ratios including profitability, liquidity and efficiency ratios, formulas for calculating common ratios like gross profit margin, current ratio, return on capital employed, and limitations of ratio analysis. Key ratios are calculated using an example company, Gill's Gym Equipment Ltd, for 2003.
Budgets CMD
A budget is a forecast of future financial expectations. A cash budget specifically forecasts a company's future cash position. It is produced for internal use, while a cash flow statement looks at past financial events for external use. Budgets are used for monitoring performance, setting targets, delegating responsibility, and gaining information. They allow management to plan, organize resources, make informed decisions, coordinate departments, control performance, and motivate employees.
HBM Info IT CMD
This document provides an overview of information and information and communications technology (ICT) for business management. It defines data and information, describes different types and sources of information including primary, secondary, internal, and external sources. It also outlines different types of ICT including computers, networks, the internet, business software, and discusses costs and benefits of ICT as well as relevant legislation.
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