The document provides an overview of the history and evolution of management theories from early skilled labor and family work to modern scientific management principles. It discusses key figures like Taylor who developed scientific management, the Gilbreths' studies of motion and time, management theorists like Fayol and Weber who developed bureaucratic structures, as well as human relations theorists like Follett, Mayo, and Barnard who emphasized treating workers well and the social aspects of organizations. The document also covers later developments in operations, information, systems, and contingency management approaches.
The document describes how incident management, which manages emergency situations, is a specialized form of project management. It introduces the Incident Command System (ICS), which provides standardized guidance and best practices for emergency response management in the US. ICS resulted from the need for a new approach to managing wildfires in the 1970s. It addresses common challenges faced in emergency responses through a functional, hierarchical organization with standardized communication and terminology. The key project planning document in ICS is the Incident Action Plan, which is updated at least twice daily to adapt to changing conditions, similar to how a project manager would update plans. ICS provides a detailed, documented process for developing, approving, and implementing the IAP during each operational period.
This document discusses the need for emergency response planning in challenging business environments in Asia. It begins by outlining common business disruptions like power failures, fires, and civil disturbances. It then defines an emergency as an unplanned event that can cause harm or shut down business operations. Major events are described as sudden, damaging incidents requiring response from external organizations. The document emphasizes the importance of emergency response planning through a case study of how Morgan Stanley successfully evacuated their offices from the World Trade Center on 9/11 through advance planning and drills. It provides an outline of the key components an emergency response plan should contain, such as roles, communication procedures, and training requirements.
This chapter discusses the history of management from ancient civilizations to modern times. It covers early management approaches used by Sumerians, Egyptians, and others. It then outlines the development of scientific management by Frederick Taylor and Henry Gantt, the human relations movement started by Mary Parker Follett and Elton Mayo, and the contributions of Max Weber and Henri Fayol to bureaucratic and administrative management approaches. The chapter establishes that management evolved from focusing solely on efficiency to also considering employee needs and relations.
The document discusses key concepts in management. It defines management as getting work done through others and achieving effectiveness and efficiency. The four main management functions are identified as planning, organizing, leading, and controlling. Planning involves determining goals and how to achieve them. Organizing is deciding roles, responsibilities, and reporting structures. Leading includes motivating and inspiring others. Controlling monitors progress and ensures goals are met. Different levels of management such as top, middle, and first-line managers are outlined along with their typical roles and responsibilities.
This chapter discusses communication and perception in management. It covers the basic perception process, problems with perception, perception of others and self-perception. It also discusses formal and informal communication channels, coaching and counseling, nonverbal communication, and improving communication. The key topics covered are the perception filters that influence how people perceive stimuli, attribution theory which explains how people explain the behavior of others, and the formal and informal channels used in organizations to communicate.
Principal of management 9erobbins ppt02 lecture_2Malik Saif
The document outlines the historical development of management theories from ancient times to modern approaches. It discusses early management practices, scientific management, general administrative theory, quantitative approaches, behavioral approaches, systems theory, and contingency theory. Managers today draw upon concepts from all these historical approaches, using methods like time and motion studies, quantitative analysis, understanding individual behavior, recognizing organizational interdependence, and adapting to different situations.
This document discusses characteristics of changing external environments that organizations face. It covers four aspects of environmental change: environmental change, environmental complexity, resource scarcity, and uncertainty. It then describes the general external environment and specific external environment. The general environment includes economic, technological, sociocultural, and political/legal trends. The specific environment includes customers, competitors, suppliers, industry regulations, and advocacy groups. It emphasizes the importance of environmental scanning, interpreting factors, and acting on threats and opportunities in changing environments.
The document provides an overview of the history and major approaches to management. It discusses ancient management practices, the contributions of Adam Smith and the Industrial Revolution, and the classical, quantitative, behavioral, and contingency/contemporary approaches. These include scientific management by Taylor, Fayol's principles of management, Weber's bureaucracy theory, the use of quantitative methods emerging from WWII, the Hawthorne Studies, and the contingency approach where the best management style depends on situational factors.
The document describes how incident management, which manages emergency situations, is a specialized form of project management. It introduces the Incident Command System (ICS), which provides standardized guidance and best practices for emergency response management in the US. ICS resulted from the need for a new approach to managing wildfires in the 1970s. It addresses common challenges faced in emergency responses through a functional, hierarchical organization with standardized communication and terminology. The key project planning document in ICS is the Incident Action Plan, which is updated at least twice daily to adapt to changing conditions, similar to how a project manager would update plans. ICS provides a detailed, documented process for developing, approving, and implementing the IAP during each operational period.
This document discusses the need for emergency response planning in challenging business environments in Asia. It begins by outlining common business disruptions like power failures, fires, and civil disturbances. It then defines an emergency as an unplanned event that can cause harm or shut down business operations. Major events are described as sudden, damaging incidents requiring response from external organizations. The document emphasizes the importance of emergency response planning through a case study of how Morgan Stanley successfully evacuated their offices from the World Trade Center on 9/11 through advance planning and drills. It provides an outline of the key components an emergency response plan should contain, such as roles, communication procedures, and training requirements.
This chapter discusses the history of management from ancient civilizations to modern times. It covers early management approaches used by Sumerians, Egyptians, and others. It then outlines the development of scientific management by Frederick Taylor and Henry Gantt, the human relations movement started by Mary Parker Follett and Elton Mayo, and the contributions of Max Weber and Henri Fayol to bureaucratic and administrative management approaches. The chapter establishes that management evolved from focusing solely on efficiency to also considering employee needs and relations.
The document discusses key concepts in management. It defines management as getting work done through others and achieving effectiveness and efficiency. The four main management functions are identified as planning, organizing, leading, and controlling. Planning involves determining goals and how to achieve them. Organizing is deciding roles, responsibilities, and reporting structures. Leading includes motivating and inspiring others. Controlling monitors progress and ensures goals are met. Different levels of management such as top, middle, and first-line managers are outlined along with their typical roles and responsibilities.
This chapter discusses communication and perception in management. It covers the basic perception process, problems with perception, perception of others and self-perception. It also discusses formal and informal communication channels, coaching and counseling, nonverbal communication, and improving communication. The key topics covered are the perception filters that influence how people perceive stimuli, attribution theory which explains how people explain the behavior of others, and the formal and informal channels used in organizations to communicate.
Principal of management 9erobbins ppt02 lecture_2Malik Saif
The document outlines the historical development of management theories from ancient times to modern approaches. It discusses early management practices, scientific management, general administrative theory, quantitative approaches, behavioral approaches, systems theory, and contingency theory. Managers today draw upon concepts from all these historical approaches, using methods like time and motion studies, quantitative analysis, understanding individual behavior, recognizing organizational interdependence, and adapting to different situations.
This document discusses characteristics of changing external environments that organizations face. It covers four aspects of environmental change: environmental change, environmental complexity, resource scarcity, and uncertainty. It then describes the general external environment and specific external environment. The general environment includes economic, technological, sociocultural, and political/legal trends. The specific environment includes customers, competitors, suppliers, industry regulations, and advocacy groups. It emphasizes the importance of environmental scanning, interpreting factors, and acting on threats and opportunities in changing environments.
The document provides an overview of the history and major approaches to management. It discusses ancient management practices, the contributions of Adam Smith and the Industrial Revolution, and the classical, quantitative, behavioral, and contingency/contemporary approaches. These include scientific management by Taylor, Fayol's principles of management, Weber's bureaucracy theory, the use of quantitative methods emerging from WWII, the Hawthorne Studies, and the contingency approach where the best management style depends on situational factors.
The document provides an overview of the history and major approaches to management. It discusses ancient management practices, the contributions of Adam Smith and the Industrial Revolution, and the classical, quantitative, behavioral, and contingency/contemporary approaches. These include scientific management by Taylor, Fayol's principles of management, Weber's bureaucracy theory, the use of quantitative methods emerging from WWII, the Hawthorne Studies, and the contingency approach where the best management style depends on situational factors.
The document provides an overview of the history and major approaches to management. It discusses ancient management practices, the contributions of Adam Smith and the Industrial Revolution, and the classical, quantitative, behavioral, and contingency/contemporary approaches. These include scientific management by Taylor, Fayol's principles of management, Weber's bureaucracy theory, the use of quantitative methods emerging from WWII, the Hawthorne Studies, and the contingency approach where the best management style depends on situational factors.
The document discusses the evolution of management theories from the classical schools of management thought to more modern approaches. It covers several historical perspectives on management including scientific management, administrative principles, behavioral theories that view employees as individuals with needs, quantitative approaches using mathematical models, systems theories that view the organization as interconnected parts, contingency theories that emphasize flexibility based on situational variables, and quality management theories focused on continuous improvement. The overall progression of management thought over time is examined.
Chapter 2 principles of management henry fayolLincyshynu1
The document discusses the principles of management and scientific management. It defines the principles of management as broad guidelines for managerial decision making. Some key principles discussed include universal applicability, being general guidelines rather than rigid rules, and establishing cause-and-effect relationships. Scientific management techniques are also summarized, including time study, motion study, standardization, and differential piece-wage systems. The goals of scientific management are outlined as applying science rather than rules of thumb, achieving harmony between managers and workers, encouraging cooperation over individualism, and developing all people to their greatest efficiency.
This chapter discusses the evolution of management thought over time from several perspectives including classical, behavioral, quantitative, systems, and contingency. It outlines the major theories within each perspective, such as Taylor's scientific management and Fayol's principles of management in the classical view. Future issues that may influence management are also addressed, like increased diversity, globalization, and quality initiatives. The chapter aims to provide an overview of management theories and approaches that readers should understand.
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 provides a historical overview of management approaches from ancient civilizations to modern times. It discusses early theories and thinkers such as Adam Smith, scientific management pioneers Taylor and Fayol, and contemporary approaches including systems theory and contingency theory. Major sections cover the classical, quantitative, behavioral, and contemporary eras of management and influential figures that contributed to the evolution of the field.
The document discusses ethics and ethical decision-making in the workplace. It defines ethics as moral principles that define right and wrong for individuals or groups. It describes potential unethical managerial behaviors related to authority, handling information, influencing others, and setting goals. It also discusses types of workplace deviance like production deviance, property deviance, political deviance, and personal aggression. The document outlines steps managers can take to encourage ethical behaviors and make ethical decisions, such as establishing standards and procedures, training employees, and enforcing rules consistently.
For people to do their best work and feel engaged in their environments, they need to be in buildings that are safe, welcoming and efficient. Facilities management has a hand in everything that surrounds the people in facilities and on the grounds. Where they work, play, learn and live should be comfortable, productive and sustainable.
Superior facilities management will contribute to your organization’s bottom line, impacting the short-and long-term value of property, buildings and equipment. Your efforts can be crucial to:
Space optimization
Guiding capital projects
Energy management and maintenance
Lease accounting
Workplace experience
This document summarizes Henry Fayol's 14 principles of management and how they are applied in the presenter's organization. The organization implements Fayol's principles of division of work, authority, discipline, unity of command, unity of direction, and subordination of individual interests to common goals. Roles and responsibilities are clearly defined. The zonal manager has authority over subordinates. Fair remuneration is provided and there is a clear order and structure to the organization with the registrar making major policy decisions. Fayol's principles of order, equity, stability of staff, initiative and esprit de corps are also followed to ensure effective functioning of the organization.
The document discusses the evolution of management thinking over time. It describes several major perspectives in management including classical, humanistic, management science, systems theory, contingency view, total quality management, and learning organization perspectives. It also discusses how technology has changed management with developments like supply chain management, customer relationship management, and outsourcing. The document provides an overview of the historical development of management theories and changing approaches to management over time.
The document summarizes the major historical approaches to management from ancient times through the modern era. It discusses ancient management practices, the contributions of Adam Smith and the Industrial Revolution, and the classical approaches of scientific management developed by Frederick Taylor and Henri Fayol's principles of management. It also examines the quantitative approach developed during WWII, behavioral science and the Hawthorne Studies, systems theory, and contingency theory. The document is from a management textbook outlining the evolution of management thought over time.
The document outlines a learning outline for a chapter that discusses the history and evolution of management theories. It covers early management practices, scientific management, general administrative theory, quantitative approaches, organizational behavior, systems approaches, contingency approaches, and current trends/issues in management. The chapter aims to explain the important contributions of early theorists and how modern managers apply various theoretical approaches in practice today.
This document outlines early perspectives on management including scientific management and classical theories. It discusses pioneers like Taylor who advocated increasing efficiency through scientific analysis of work. Principles of scientific management included developing standard work methods and incentive-based pay. Administrative management viewed organizations as machines needing structured design based on universal principles. Henri Fayol described five managerial functions and fourteen principles of management. Max Weber envisioned bureaucratic organizations managed impersonally based on specialized roles, authority, rules and competence.
This document provides an overview of facility management. It defines facility management as the coordination of everything within a facility, including people, teams, departments, spaces, equipment, and technology, to ensure operations run smoothly. It notes that facilities include factories, offices, schools, hospitals, sports complexes, hotels, and retail establishments. The document discusses the scope of facility management and some of its key responsibilities, such as lease management, maintenance, energy management, occupancy and space management, and employee experience. It also distinguishes between "hard" facility management focused on physical assets and "soft" facility management focused on tasks performed by people.
The document summarizes the evolution of management thought from early practices like division of labor proposed by Adam Smith to modern approaches like contingency theory. It traces developments like scientific management from Taylor and Gilbreth, Hawthorne studies, administrative theory from Fayol, Weber's bureaucratic structure, and more recent approaches including systems theory, management science, and contingency theory accounting for changing environments.
Organization and management 3 a Evolution of Management TheoryJesus Obenita Jr.
This document provides an overview of management concepts including:
- Scientific management pioneered by Taylor focused on defining the "one best way" to perform tasks.
- Fayol described general management principles like division of work and authority.
- Quantitative approaches use statistics and models to analyze problems and improve decisions.
- Organizational behavior examines how people and groups function within organizations.
- Current trends include addressing ethics, diversity, and globalization challenges in management.
Chapter 2 from Robbinson's book named "Management" is the History of management in terms of different theoretical contributions of scientific, modern, and behavioral management philosophers. Different approaches used by the different eras in history are categorized and explained. revision of important key terms is mentioned at the end of the slides to check. tabular figures are shown to explain the examples more precisely.
Acclimatization of the human body saeed alhashimi copySaadBaghduwala
The document discusses acclimatization of the human body to changing climatic conditions. It explains that the human body gradually adjusts physiologically to changes in temperature and climate through a natural process called acclimatization. However, large changes can cause physiological stress, especially for elderly or sick individuals. Factors like age, existing illnesses, and the magnitude of climatic changes affect how well the human body can acclimatize.
This document discusses project cost planning and definition. It covers cost definition, estimating project life cycle costs, cost budgeting and sources of funds, implications of cost to quality and risk, and cost control. Cost is defined as the price paid for something or the resources expended to achieve an objective. Life cycle costing involves estimating all costs over the full lifespan of a project. Cost budgeting examines sources of funds like profits, borrowing, and equity funding. Cost control requires thorough planning, estimating, accounting, and periodic comparisons to budgets.
The document discusses various aspects of control processes in management. It begins by outlining the basic steps in the control process, including establishing standards, comparing performance to standards, and taking corrective action. It then discusses different types of control, such as feedback, concurrent, and feedforward control. Specific control mechanisms are also examined, including objective control techniques like behavior control and output control. The document also covers accounting tools for financial control like budgets, financial statements, ratios, and economic value added. Non-financial aspects of control like customer retention and quality are briefly addressed.
The document provides an overview of the history and major approaches to management. It discusses ancient management practices, the contributions of Adam Smith and the Industrial Revolution, and the classical, quantitative, behavioral, and contingency/contemporary approaches. These include scientific management by Taylor, Fayol's principles of management, Weber's bureaucracy theory, the use of quantitative methods emerging from WWII, the Hawthorne Studies, and the contingency approach where the best management style depends on situational factors.
The document provides an overview of the history and major approaches to management. It discusses ancient management practices, the contributions of Adam Smith and the Industrial Revolution, and the classical, quantitative, behavioral, and contingency/contemporary approaches. These include scientific management by Taylor, Fayol's principles of management, Weber's bureaucracy theory, the use of quantitative methods emerging from WWII, the Hawthorne Studies, and the contingency approach where the best management style depends on situational factors.
The document discusses the evolution of management theories from the classical schools of management thought to more modern approaches. It covers several historical perspectives on management including scientific management, administrative principles, behavioral theories that view employees as individuals with needs, quantitative approaches using mathematical models, systems theories that view the organization as interconnected parts, contingency theories that emphasize flexibility based on situational variables, and quality management theories focused on continuous improvement. The overall progression of management thought over time is examined.
Chapter 2 principles of management henry fayolLincyshynu1
The document discusses the principles of management and scientific management. It defines the principles of management as broad guidelines for managerial decision making. Some key principles discussed include universal applicability, being general guidelines rather than rigid rules, and establishing cause-and-effect relationships. Scientific management techniques are also summarized, including time study, motion study, standardization, and differential piece-wage systems. The goals of scientific management are outlined as applying science rather than rules of thumb, achieving harmony between managers and workers, encouraging cooperation over individualism, and developing all people to their greatest efficiency.
This chapter discusses the evolution of management thought over time from several perspectives including classical, behavioral, quantitative, systems, and contingency. It outlines the major theories within each perspective, such as Taylor's scientific management and Fayol's principles of management in the classical view. Future issues that may influence management are also addressed, like increased diversity, globalization, and quality initiatives. The chapter aims to provide an overview of management theories and approaches that readers should understand.
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 provides a historical overview of management approaches from ancient civilizations to modern times. It discusses early theories and thinkers such as Adam Smith, scientific management pioneers Taylor and Fayol, and contemporary approaches including systems theory and contingency theory. Major sections cover the classical, quantitative, behavioral, and contemporary eras of management and influential figures that contributed to the evolution of the field.
The document discusses ethics and ethical decision-making in the workplace. It defines ethics as moral principles that define right and wrong for individuals or groups. It describes potential unethical managerial behaviors related to authority, handling information, influencing others, and setting goals. It also discusses types of workplace deviance like production deviance, property deviance, political deviance, and personal aggression. The document outlines steps managers can take to encourage ethical behaviors and make ethical decisions, such as establishing standards and procedures, training employees, and enforcing rules consistently.
For people to do their best work and feel engaged in their environments, they need to be in buildings that are safe, welcoming and efficient. Facilities management has a hand in everything that surrounds the people in facilities and on the grounds. Where they work, play, learn and live should be comfortable, productive and sustainable.
Superior facilities management will contribute to your organization’s bottom line, impacting the short-and long-term value of property, buildings and equipment. Your efforts can be crucial to:
Space optimization
Guiding capital projects
Energy management and maintenance
Lease accounting
Workplace experience
This document summarizes Henry Fayol's 14 principles of management and how they are applied in the presenter's organization. The organization implements Fayol's principles of division of work, authority, discipline, unity of command, unity of direction, and subordination of individual interests to common goals. Roles and responsibilities are clearly defined. The zonal manager has authority over subordinates. Fair remuneration is provided and there is a clear order and structure to the organization with the registrar making major policy decisions. Fayol's principles of order, equity, stability of staff, initiative and esprit de corps are also followed to ensure effective functioning of the organization.
The document discusses the evolution of management thinking over time. It describes several major perspectives in management including classical, humanistic, management science, systems theory, contingency view, total quality management, and learning organization perspectives. It also discusses how technology has changed management with developments like supply chain management, customer relationship management, and outsourcing. The document provides an overview of the historical development of management theories and changing approaches to management over time.
The document summarizes the major historical approaches to management from ancient times through the modern era. It discusses ancient management practices, the contributions of Adam Smith and the Industrial Revolution, and the classical approaches of scientific management developed by Frederick Taylor and Henri Fayol's principles of management. It also examines the quantitative approach developed during WWII, behavioral science and the Hawthorne Studies, systems theory, and contingency theory. The document is from a management textbook outlining the evolution of management thought over time.
The document outlines a learning outline for a chapter that discusses the history and evolution of management theories. It covers early management practices, scientific management, general administrative theory, quantitative approaches, organizational behavior, systems approaches, contingency approaches, and current trends/issues in management. The chapter aims to explain the important contributions of early theorists and how modern managers apply various theoretical approaches in practice today.
This document outlines early perspectives on management including scientific management and classical theories. It discusses pioneers like Taylor who advocated increasing efficiency through scientific analysis of work. Principles of scientific management included developing standard work methods and incentive-based pay. Administrative management viewed organizations as machines needing structured design based on universal principles. Henri Fayol described five managerial functions and fourteen principles of management. Max Weber envisioned bureaucratic organizations managed impersonally based on specialized roles, authority, rules and competence.
This document provides an overview of facility management. It defines facility management as the coordination of everything within a facility, including people, teams, departments, spaces, equipment, and technology, to ensure operations run smoothly. It notes that facilities include factories, offices, schools, hospitals, sports complexes, hotels, and retail establishments. The document discusses the scope of facility management and some of its key responsibilities, such as lease management, maintenance, energy management, occupancy and space management, and employee experience. It also distinguishes between "hard" facility management focused on physical assets and "soft" facility management focused on tasks performed by people.
The document summarizes the evolution of management thought from early practices like division of labor proposed by Adam Smith to modern approaches like contingency theory. It traces developments like scientific management from Taylor and Gilbreth, Hawthorne studies, administrative theory from Fayol, Weber's bureaucratic structure, and more recent approaches including systems theory, management science, and contingency theory accounting for changing environments.
Organization and management 3 a Evolution of Management TheoryJesus Obenita Jr.
This document provides an overview of management concepts including:
- Scientific management pioneered by Taylor focused on defining the "one best way" to perform tasks.
- Fayol described general management principles like division of work and authority.
- Quantitative approaches use statistics and models to analyze problems and improve decisions.
- Organizational behavior examines how people and groups function within organizations.
- Current trends include addressing ethics, diversity, and globalization challenges in management.
Chapter 2 from Robbinson's book named "Management" is the History of management in terms of different theoretical contributions of scientific, modern, and behavioral management philosophers. Different approaches used by the different eras in history are categorized and explained. revision of important key terms is mentioned at the end of the slides to check. tabular figures are shown to explain the examples more precisely.
Acclimatization of the human body saeed alhashimi copySaadBaghduwala
The document discusses acclimatization of the human body to changing climatic conditions. It explains that the human body gradually adjusts physiologically to changes in temperature and climate through a natural process called acclimatization. However, large changes can cause physiological stress, especially for elderly or sick individuals. Factors like age, existing illnesses, and the magnitude of climatic changes affect how well the human body can acclimatize.
This document discusses project cost planning and definition. It covers cost definition, estimating project life cycle costs, cost budgeting and sources of funds, implications of cost to quality and risk, and cost control. Cost is defined as the price paid for something or the resources expended to achieve an objective. Life cycle costing involves estimating all costs over the full lifespan of a project. Cost budgeting examines sources of funds like profits, borrowing, and equity funding. Cost control requires thorough planning, estimating, accounting, and periodic comparisons to budgets.
The document discusses various aspects of control processes in management. It begins by outlining the basic steps in the control process, including establishing standards, comparing performance to standards, and taking corrective action. It then discusses different types of control, such as feedback, concurrent, and feedforward control. Specific control mechanisms are also examined, including objective control techniques like behavior control and output control. The document also covers accounting tools for financial control like budgets, financial statements, ratios, and economic value added. Non-financial aspects of control like customer retention and quality are briefly addressed.
The document discusses various leadership theories and styles. It contrasts managers with leaders, noting that leaders focus on long-term goals and change while managers focus on short-term goals and maintaining the status quo. Several leadership theories are summarized, including path-goal theory, situational leadership theory, and normative decision theory. Leadership styles like directive, supportive, and participative are also discussed.
The document discusses the human resource management process and its key components. It covers human resource planning including forecasting workforce needs and demand. It also discusses recruiting and selection methods like interviews, tests and background checks. The document provides guidelines for conducting structured interviews and evaluating applicants. It discusses complying with employment laws regarding discrimination and harassment.
This document summarizes key aspects of global business discussed in Chapter 8. It discusses three main topics:
1. What is global business? It involves the buying and selling of goods and services between people in different countries. Major forms include multinational corporations and direct foreign investment.
2. Major trade agreements and trade barriers. Agreements like GATT/WTO, NAFTA, and the EU help reduce barriers and promote trade. However, barriers like tariffs and quotas still exist in some cases.
3. Factors companies consider when expanding globally. These include access to growing markets, optimal locations for facilities, and minimizing political risk. Companies must also choose between consistency across countries or local adaptation.
This document summarizes key aspects of innovation management and managing change. It discusses technology cycles and how innovations occur in discontinuous jumps or through incremental improvements. It also outlines approaches to managing innovation, such as through experiential or compression methods. When it comes to managing change, the document discusses the forces driving change and ways to reduce resistance to change, like gaining support and involvement from stakeholders.
The document discusses strategies for achieving sustainable competitive advantage. It explains that sustainable competitive advantage requires resources that are valuable, rare, imperfectly imitable, and non-substitutable. It also outlines the strategy-making process of assessing need for change, conducting a situational analysis, and choosing strategic alternatives. Key corporate and industry-level strategies are also summarized such as the BCG matrix, grand strategies, Porter's five forces, and positioning strategies.
The document discusses various aspects of the planning process. It defines planning as a managerial activity that involves defining goals, strategies, and plans. There are different types of planning - informal planning is short-term and specific to a unit, while formal planning is long-term and organization-wide. Planning provides direction, reduces uncertainty, and sets standards for control. The benefits of planning include creating strategies, intensifying effort, providing direction and persistence. Potential pitfalls include detaching planners from reality, impeding change, and creating a false sense of certainty. Effective planning involves setting goals, developing commitment, effective action plans, tracking progress, and maintaining flexibility. Rational decision making is discussed as a defined process of problem identification, criteria
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Leading Change_ Unveiling the Power of Transformational Leadership Style.pdfEnterprise Wired
In this comprehensive guide, we delve into the essence of transformational leadership style, its core principles, key characteristics, and its transformative impact on organizational culture and outcomes.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Project Management Infographics . Power point projetSAMIBENREJEB1
Project Management Infographics ces modèle power Point peut vous aider a traiter votre projet initiative pour le gestion de projet. Essayer dès maintenant savoir plus c'est quoi le diagramme gant et perte, la durée de vie d'un projet , ainsi que les intervenants d'un projet et le cycle de projet . Alors la question c'est comment gérer son projet efficacement ? Le meilleur planning et l'intelligence sont les fondamentaux de projet
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Before scientific management, organizational decision making could best be described as ‘seat-of-the-pants.” Decisions were made haphazardly with no standardization of procedures, systematic study, or collection of information. In contrast, scientific management thoroughly studied and tested different work methods to identify the best, most efficient ways to complete a job.
Frederick W. Taylor, the “father of scientific management,” spent three years to improve output of workers who were deliberately restricting output. His principles are described on this slide.
Taylor’s key ideas have stood the test of time. These include:
using systematic analysis to identify the best methods
scientifically selecting, training, and developing workers
promoting cooperation between management and labor
developing standardized approaches and tools
setting specific tasks or goals and then rewarding workers with financial incentives
giving workers shorter work hours and frequent breaks
In addition to their use of motion studies to simplify work, Frank and Lillian Gilbreth also made significant contributions to the employment of handicapped workers and industrial psychology.
Lillian Gilbreth, the first woman to receive a Ph.D. in Management, also convinced the government to enact laws regarding workplace safety, ergonomics, and child labor.
In addition to their use of motion studies to simplify work, Frank and Lillian Gilbreth also made significant contributions to the employment of handicapped workers and industrial psychology.
Lillian Gilbreth, the first woman to receive a Ph.D. in Management, also convinced the government to enact laws regarding workplace safety, ergonomics, and child labor.
Henry Gant, in addition to creating the Gantt chart, made significant contributions to management with pay-for-performance plans and the training and development of workers.
A Gantt chart shows time in various units on the x-axis and tasks on the y-axis, visually indicating what tasks must be completed at which times in order to complete a project.
When we hear the term bureaucracy, we think of inefficiency and “red tape”, incompetence and ineffectiveness. However, when German sociologist Max Weber proposed the idea of bureaucratic organizations, monarchies were associated with these problems. Bureaucracy literally means to rule from a desk or office. In a bureaucracy, people would lead by virtue of rational-legal authority—from knowledge, expertise, and experience.
The aim of bureaucracy is to achieve an organization’s goals in the most efficient way possible.
Henri Fayol is best known for developing five functions of managers and 14 principles of management, as well as his belief that management could and should be taught to others.
The five functions of successful management are: planning, organizing, coordinating, commanding, and controlling.
His principles of effective management are shown on this slide.
Scientific management focuses on improving the efficiency of manufacturing facilities and their workers. Bureaucratic management focuses on using knowledge, fairness, and logical rules to increate the organization’s efficiency. Administrative management focuses on how and what managers should do in their jobs.
In contrast, the human relations approach to management focuses on the psychological and social aspects of work. People are valuable organizational resources whose needs are important.
Follett is known for developing ideas regarding constructive conflict and coordination. She said that conflict is the appearance of difference, difference of opinions, of interests. Follett believed that managers could deal with conflict in three ways, as shown on this slide.
Domination is a victory of one side over the other.
Compromise involves both parties giving up some of what they want in order to reach agreement.
Integrative conflict resolution involves both parties indicating their preferences and then working together to find an alternative that meets the needs of both.
Elton May’s ideas became popular during the twentieth century when labor unrest and protests were widespread in the U.S., Europe and Asia. Mayo's work proved relevant as managers looked for ways to increase productivity and to improve worker satisfaction and working conditions.
Chester Barnard is best known for his ideas about cooperation, the executive functions that promote it, and the acceptance of authority.
A system is a set of interrelated elements or parts that function as a whole. A systems approach encourages managers to look for connections between the different parts of the organization.
A system is a set of interrelated elements or parts that function as a whole. A systems approach encourages managers to look for connections between the different parts of the organization.