This document defines and describes different types of plans including goals, objectives, policies, procedures, strategies, methods, rules, programmes, projects, and budgets. Goals are measurable targets, objectives are what an organization aims for, policies indicate an organization's stance, procedures outline steps to complete operations, and strategies are how an organization will achieve goals competitively. Methods are how operations are carried out, rules contain employee instructions, programmes are activities to achieve objectives, projects combine activities to reach a goal, and budgets numerically estimate results.
Power Point Presentation on types of plansujisuresh4
The document discusses different types of plans used in business studies, including objectives, goals, policies, procedures, programs, methods, strategies, projects, and budgets. Objectives are the aims an organization wants to achieve over time. Goals are future states the organization wants to realize. Policies state how an organization will act in certain circumstances. Procedures provide a systematic way to handle regular events, while programs are sequences of activities to achieve objectives. Methods are standardized ways to complete routine jobs, and strategies involve anticipating competitors' reactions. Projects have distinct objectives and completion time periods, and budgets state expected numerical results.
Planning and decision making are important executive functions. Planning involves formulating strategies to achieve desired goals, while decision making is choosing between alternatives. There are different types of plans - tactical, strategic, operational, and contingency plans - each with their own purpose. Good planning is focused, actionable, and aligned. Decision making allows managers to better utilize resources and face challenges. Planning provides alternatives for decision makers to evaluate in addressing problems and achieving objectives. The two functions are interrelated, as decision making is at the core of planning implementation.
Planning involves selecting objectives and courses of action to achieve goals and requires decision-making to choose between alternatives. It is the process of determining how to get from the current status to the desired future status by bridging gaps over time. Planning is goal-oriented, rational, forward-looking, integrated, involves choice, and is a perpetual process. The planning process includes analyzing opportunities, establishing objectives, identifying alternatives, evaluating alternatives, choosing alternatives, and formulating supporting plans. There are different types of planning based on organizational level, time frame, frequency of use, and goals.
Managers at different levels engage in planning for different timeframes and scopes. Upper-level managers plan strategies for the long-term future of the entire organization, while lower-level managers plan for their subunits in the shorter term. There are four basic steps to planning: establishing goals, defining the current situation, identifying aids and barriers, and developing action plans. Planning involves two main types of plans - strategic plans that implement the organization's mission, and operational plans that provide details on accomplishing strategic plans. Effective planning is linked to controlling by comparing actual results to planned budgets, programs, and standards.
Planning is a systematic process of analyzing opportunities to achieve agreed upon business objectives by evaluating alternatives and selecting courses of action. It is goal-oriented, forward-looking, and continuous. Effective planning provides direction, coordination, and a framework for decision-making to increase organizational effectiveness and efficiency. It is a prerequisite for success in today's competitive environment.
Planning involves selecting objectives, actions to achieve them, and decision making to choose alternative courses of action. The document discusses definitions of planning, the nature of planning as goal oriented, intellectual, primary, all-pervasive, forward-looking, continuous, and integrated. It describes types of plans like strategic, tactical, operational based on level and frequency. The planning process involves analyzing opportunities, identifying alternatives, determining premises, establishing objectives, selecting alternatives, and evaluating. Prerequisites for effective planning and limitations of planning are also outlined.
This document defines and describes different types of plans including goals, objectives, policies, procedures, strategies, methods, rules, programmes, projects, and budgets. Goals are measurable targets, objectives are what an organization aims for, policies indicate an organization's stance, procedures outline steps to complete operations, and strategies are how an organization will achieve goals competitively. Methods are how operations are carried out, rules contain employee instructions, programmes are activities to achieve objectives, projects combine activities to reach a goal, and budgets numerically estimate results.
Power Point Presentation on types of plansujisuresh4
The document discusses different types of plans used in business studies, including objectives, goals, policies, procedures, programs, methods, strategies, projects, and budgets. Objectives are the aims an organization wants to achieve over time. Goals are future states the organization wants to realize. Policies state how an organization will act in certain circumstances. Procedures provide a systematic way to handle regular events, while programs are sequences of activities to achieve objectives. Methods are standardized ways to complete routine jobs, and strategies involve anticipating competitors' reactions. Projects have distinct objectives and completion time periods, and budgets state expected numerical results.
Planning and decision making are important executive functions. Planning involves formulating strategies to achieve desired goals, while decision making is choosing between alternatives. There are different types of plans - tactical, strategic, operational, and contingency plans - each with their own purpose. Good planning is focused, actionable, and aligned. Decision making allows managers to better utilize resources and face challenges. Planning provides alternatives for decision makers to evaluate in addressing problems and achieving objectives. The two functions are interrelated, as decision making is at the core of planning implementation.
Planning involves selecting objectives and courses of action to achieve goals and requires decision-making to choose between alternatives. It is the process of determining how to get from the current status to the desired future status by bridging gaps over time. Planning is goal-oriented, rational, forward-looking, integrated, involves choice, and is a perpetual process. The planning process includes analyzing opportunities, establishing objectives, identifying alternatives, evaluating alternatives, choosing alternatives, and formulating supporting plans. There are different types of planning based on organizational level, time frame, frequency of use, and goals.
Managers at different levels engage in planning for different timeframes and scopes. Upper-level managers plan strategies for the long-term future of the entire organization, while lower-level managers plan for their subunits in the shorter term. There are four basic steps to planning: establishing goals, defining the current situation, identifying aids and barriers, and developing action plans. Planning involves two main types of plans - strategic plans that implement the organization's mission, and operational plans that provide details on accomplishing strategic plans. Effective planning is linked to controlling by comparing actual results to planned budgets, programs, and standards.
Planning is a systematic process of analyzing opportunities to achieve agreed upon business objectives by evaluating alternatives and selecting courses of action. It is goal-oriented, forward-looking, and continuous. Effective planning provides direction, coordination, and a framework for decision-making to increase organizational effectiveness and efficiency. It is a prerequisite for success in today's competitive environment.
Planning involves selecting objectives, actions to achieve them, and decision making to choose alternative courses of action. The document discusses definitions of planning, the nature of planning as goal oriented, intellectual, primary, all-pervasive, forward-looking, continuous, and integrated. It describes types of plans like strategic, tactical, operational based on level and frequency. The planning process involves analyzing opportunities, identifying alternatives, determining premises, establishing objectives, selecting alternatives, and evaluating. Prerequisites for effective planning and limitations of planning are also outlined.
Nature and Process of Planning, Strategic Planning
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Planning involves identifying problems, gathering information, analyzing alternatives, selecting plans, and checking progress. There are different types of plans including hierarchical, frequency of use, time frame, and organizational scope plans. Hierarchical plans can be strategic, administrative, or operational. Time frame plans include short, medium, and long range plans. Organizational scope plans cover corporate, business, and functional levels. In conclusion, effective planning is an important project and time management technique that can reduce the effort needed to achieve goals.
The document outlines the key elements of an effective planning system based on the author's evaluation of business and institutional development project plans. The essential elements include: clearly communicating objectives, goals, and expected outcomes; establishing timelines for implementation activities; estimating anticipated costs and confirming funding sources; and incorporating mechanisms for monitoring, supervision, evaluation, and control. The planning system should also address sustainability, compliance issues, and acknowledge any necessary support received.
This document outlines and defines the different types of plans that are used in organizational planning. It discusses the key types of plans including purpose/mission, objectives/goals, strategies, policies, procedures, rules, programs, and budgets. For each type of plan, it provides a definition and example to illustrate how that particular type of plan is used in planning and management. The overall summary is that this document categorizes and explains the various types of specific plans that are elements of comprehensive planning processes for organizations.
PLANNING IN MANAGEMENT,DEFINITION CHARACTERISTICS, IMPORTANCE AND LIMITATIONSAMALDASKH
Planning is the primary function of management and involves determining the best course of action in advance to achieve organizational objectives. Planning has several key characteristics including being an intellectual process that looks to the future, being continuous, and being required at all levels of management. Planning provides advantages such as better resource utilization, minimizing uncertainties, and improving competitive strength. The planning process involves analyzing internal and external environments, setting objectives, developing alternative courses of action, and carrying out the chosen plan.
This document discusses the planning process in management. It defines planning as thinking ahead to develop predetermined courses of action to achieve goals. The planning process involves setting objectives, analyzing alternatives, and selecting actions. It is the first managerial function and aims to increase efficiency while handling complexity and uncertainty. The key steps are setting goals and strategies, considering internal and external factors, selecting options, and monitoring results. Planning coordinates activities and guides decision making to help organizations adapt.
This document discusses various aspects of planning in management. It outlines the key managerial functions of planning, organizing, staffing, leading/directing, and controlling. Planning involves determining future actions, including what will be done, how it will be done, and when. Important aspects of planning include providing direction, reducing risks and uncertainties, and establishing standards for control. The document also discusses types of plans like objectives, strategies, programs, budgets, policies, procedures, methods, and rules. It outlines the steps and characteristics of strategy formulation, including determining objectives, SWOT analysis, and consistency with the internal and external environment. Policy formulation and evaluation of strategies are also summarized.
Planning involves determining in advance what actions to take, how to execute them, when to do so, and by whom. It anticipates the future and purposefully selects a course of action. The main steps in the planning process are to define the task, identify resources, consider alternatives, create the plan, work the plan, and evaluate. Planning focuses on objectives, reduces uncertainty, provides direction, encourages innovation, aids coordination, guides decision making, and improves efficiency. Challenges to planning include lack of information, costs, resistance to change, inability to plan, a false sense of security, and environmental constraints. The document outlines various principles and levels of planning including corporate, divisional/functional, and group planning.
Here is the chronological order of the steps in the Decision Making Process:
1. Identification of a Problem
2. Identification of Decision Criteria
3. Allocation of Weights to the Criteria
4. Development of alternatives
5. Analysis of alternatives
6. Selection of alternative
7. Implementation of alternative Chosen
8. Evaluation of Decision Effectiveness
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.
This presentation is related to planning in Principles of management.
It covers the following points:
Nature & Purpose of Planning
Decision Making
Objectives And Strategies
Planning Premises
Global Planning
This document discusses planning and decision making. It defines planning as setting goals and defining activities to achieve those goals. Effective vision and mission statements describe an organization's desired future state and reason for existence. Goals are broader accomplishments while objectives are more specific and measurable. Plans can be strategic, tactical, or operational. The planning process involves formulating goals and objectives, identifying actions, assigning responsibilities, documenting the plan, and reviewing it. Decision making models include rational, intuitive, and predisposed approaches. Structured models like Kepner-Tregoe, Vroom-Yetton-Jago, and OODA Loop are also discussed.
in this slideshow , the generally there are 10 planning of principle which make every planning more effective and every plan as efficient .it is the general and short points but in really this small principle are the backbone of every planning and make it successful
Planning involves defining goals, strategies, and coordinated plans. It determines what to do, how, when, and by whom. Planning establishes objectives, assesses current status, identifies gaps, and develops hierarchical plans. It is goal-oriented, continuous, flexible, and involves choosing between alternatives. Planning provides direction, coordination, risk reduction, and facilitates control and decision-making. However, plans may create rigidity and not account for a dynamic environment. Effective planning requires top management support, participation, communication, and integration of plans.
Strategic planning involves long-term goals at the top level of an organization. Tactical planning refers to middle-level procedures that transform strategic plans into specific goals. Operational planning involves routine tasks at the lower levels. Managers at different levels can provide input to strategic plans, which must align with organizational goals. CEOs ensure open communication and awareness across all levels.
The document outlines the steps in the planning process: 1) assessing opportunities and analyzing strengths/weaknesses; 2) setting objectives and expected results; 3) determining planning premises based on anticipated future events; 4) identifying alternatives and evaluating pros/cons; 5) formulating supportive plans; 6) implementing plans through policies and procedures; and 7) reviewing plans and improvising based on changes. Planning is a continuous cycle that involves awareness, decision-making, implementation, and review to ultimately achieve goals.
Foundations of Planning ( Management Chapter 7 )Qamar Farooq
Planning is a primary managerial activity that involves defining goals, establishing strategies, and developing plans. There are two main types of planning: informal planning which is not written down and has a short-term focus, and formal planning which is written, long-term, and involves shared organizational goals. Managers plan to provide direction, reduce uncertainty, minimize waste, and set standards for control. Formal planning is associated with higher profits when properly implemented. Elements of planning include goals which provide direction and evaluation criteria, and plans which outline how goals will be achieved.
The document discusses four types of plans: contingency plans, which are made when unexpected changes are needed; operational plans, which describe day-to-day operations and can be single-use or ongoing; strategic plans, which provide a long-term vision for the organization; and tactical plans, which outline the specific actions needed to achieve strategic goals on a shorter timescale. It also includes a quiz to test understanding of the different types of plans.
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This document discusses planning, including its meaning, nature, importance, advantages, disadvantages, and process. Planning is deciding in advance what to do, how to do it, when to do it and who to do it. It is goal-oriented, pervasive, efficient, helps with coordination and flexibility. Planning helps set objectives, avoid uncertainty, coordinate activities, and run organizations effectively. While planning is important, it can also be costly and delay action. The planning process involves analyzing internal and external environments, setting objectives and forecasts, identifying alternatives, and reviewing plans. There are different types of planning like corporate, divisional, group, and departmental planning.
The document discusses management functions and decision making. It describes the rational decision making process as involving 6 steps: 1) recognizing and defining the decision situation, 2) identifying alternatives, 3) evaluating alternatives, 4) selecting the best alternative, 5) implementing the decision, and 6) following up and evaluating results. Managers face different decision making conditions such as certainty, risk, and uncertainty. Group decision making has advantages like more information but also disadvantages like longer timeframes and potential for groupthink.
Introduction to management and organizationBindu Bashini
This document defines management and outlines its key levels and functions. It provides definitions of management from Harold Koontz and discusses the three main levels of management - top, middle, and lower. For each level, it describes who makes up that level and their main roles and responsibilities. The document also outlines the main functions of management as planning, organizing, staffing, directing, and controlling. It discusses the roles of managers as interpersonal, informational, and decisional. Finally, it discusses the skills needed by managers, including technical, human, and conceptual skills.
Nature and Process of Planning, Strategic Planning
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Other Site You might be interested in: http://www.mrfitandrich.com
Planning involves identifying problems, gathering information, analyzing alternatives, selecting plans, and checking progress. There are different types of plans including hierarchical, frequency of use, time frame, and organizational scope plans. Hierarchical plans can be strategic, administrative, or operational. Time frame plans include short, medium, and long range plans. Organizational scope plans cover corporate, business, and functional levels. In conclusion, effective planning is an important project and time management technique that can reduce the effort needed to achieve goals.
The document outlines the key elements of an effective planning system based on the author's evaluation of business and institutional development project plans. The essential elements include: clearly communicating objectives, goals, and expected outcomes; establishing timelines for implementation activities; estimating anticipated costs and confirming funding sources; and incorporating mechanisms for monitoring, supervision, evaluation, and control. The planning system should also address sustainability, compliance issues, and acknowledge any necessary support received.
This document outlines and defines the different types of plans that are used in organizational planning. It discusses the key types of plans including purpose/mission, objectives/goals, strategies, policies, procedures, rules, programs, and budgets. For each type of plan, it provides a definition and example to illustrate how that particular type of plan is used in planning and management. The overall summary is that this document categorizes and explains the various types of specific plans that are elements of comprehensive planning processes for organizations.
PLANNING IN MANAGEMENT,DEFINITION CHARACTERISTICS, IMPORTANCE AND LIMITATIONSAMALDASKH
Planning is the primary function of management and involves determining the best course of action in advance to achieve organizational objectives. Planning has several key characteristics including being an intellectual process that looks to the future, being continuous, and being required at all levels of management. Planning provides advantages such as better resource utilization, minimizing uncertainties, and improving competitive strength. The planning process involves analyzing internal and external environments, setting objectives, developing alternative courses of action, and carrying out the chosen plan.
This document discusses the planning process in management. It defines planning as thinking ahead to develop predetermined courses of action to achieve goals. The planning process involves setting objectives, analyzing alternatives, and selecting actions. It is the first managerial function and aims to increase efficiency while handling complexity and uncertainty. The key steps are setting goals and strategies, considering internal and external factors, selecting options, and monitoring results. Planning coordinates activities and guides decision making to help organizations adapt.
This document discusses various aspects of planning in management. It outlines the key managerial functions of planning, organizing, staffing, leading/directing, and controlling. Planning involves determining future actions, including what will be done, how it will be done, and when. Important aspects of planning include providing direction, reducing risks and uncertainties, and establishing standards for control. The document also discusses types of plans like objectives, strategies, programs, budgets, policies, procedures, methods, and rules. It outlines the steps and characteristics of strategy formulation, including determining objectives, SWOT analysis, and consistency with the internal and external environment. Policy formulation and evaluation of strategies are also summarized.
Planning involves determining in advance what actions to take, how to execute them, when to do so, and by whom. It anticipates the future and purposefully selects a course of action. The main steps in the planning process are to define the task, identify resources, consider alternatives, create the plan, work the plan, and evaluate. Planning focuses on objectives, reduces uncertainty, provides direction, encourages innovation, aids coordination, guides decision making, and improves efficiency. Challenges to planning include lack of information, costs, resistance to change, inability to plan, a false sense of security, and environmental constraints. The document outlines various principles and levels of planning including corporate, divisional/functional, and group planning.
Here is the chronological order of the steps in the Decision Making Process:
1. Identification of a Problem
2. Identification of Decision Criteria
3. Allocation of Weights to the Criteria
4. Development of alternatives
5. Analysis of alternatives
6. Selection of alternative
7. Implementation of alternative Chosen
8. Evaluation of Decision Effectiveness
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.
This presentation is related to planning in Principles of management.
It covers the following points:
Nature & Purpose of Planning
Decision Making
Objectives And Strategies
Planning Premises
Global Planning
This document discusses planning and decision making. It defines planning as setting goals and defining activities to achieve those goals. Effective vision and mission statements describe an organization's desired future state and reason for existence. Goals are broader accomplishments while objectives are more specific and measurable. Plans can be strategic, tactical, or operational. The planning process involves formulating goals and objectives, identifying actions, assigning responsibilities, documenting the plan, and reviewing it. Decision making models include rational, intuitive, and predisposed approaches. Structured models like Kepner-Tregoe, Vroom-Yetton-Jago, and OODA Loop are also discussed.
in this slideshow , the generally there are 10 planning of principle which make every planning more effective and every plan as efficient .it is the general and short points but in really this small principle are the backbone of every planning and make it successful
Planning involves defining goals, strategies, and coordinated plans. It determines what to do, how, when, and by whom. Planning establishes objectives, assesses current status, identifies gaps, and develops hierarchical plans. It is goal-oriented, continuous, flexible, and involves choosing between alternatives. Planning provides direction, coordination, risk reduction, and facilitates control and decision-making. However, plans may create rigidity and not account for a dynamic environment. Effective planning requires top management support, participation, communication, and integration of plans.
Strategic planning involves long-term goals at the top level of an organization. Tactical planning refers to middle-level procedures that transform strategic plans into specific goals. Operational planning involves routine tasks at the lower levels. Managers at different levels can provide input to strategic plans, which must align with organizational goals. CEOs ensure open communication and awareness across all levels.
The document outlines the steps in the planning process: 1) assessing opportunities and analyzing strengths/weaknesses; 2) setting objectives and expected results; 3) determining planning premises based on anticipated future events; 4) identifying alternatives and evaluating pros/cons; 5) formulating supportive plans; 6) implementing plans through policies and procedures; and 7) reviewing plans and improvising based on changes. Planning is a continuous cycle that involves awareness, decision-making, implementation, and review to ultimately achieve goals.
Foundations of Planning ( Management Chapter 7 )Qamar Farooq
Planning is a primary managerial activity that involves defining goals, establishing strategies, and developing plans. There are two main types of planning: informal planning which is not written down and has a short-term focus, and formal planning which is written, long-term, and involves shared organizational goals. Managers plan to provide direction, reduce uncertainty, minimize waste, and set standards for control. Formal planning is associated with higher profits when properly implemented. Elements of planning include goals which provide direction and evaluation criteria, and plans which outline how goals will be achieved.
The document discusses four types of plans: contingency plans, which are made when unexpected changes are needed; operational plans, which describe day-to-day operations and can be single-use or ongoing; strategic plans, which provide a long-term vision for the organization; and tactical plans, which outline the specific actions needed to achieve strategic goals on a shorter timescale. It also includes a quiz to test understanding of the different types of plans.
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This document discusses planning, including its meaning, nature, importance, advantages, disadvantages, and process. Planning is deciding in advance what to do, how to do it, when to do it and who to do it. It is goal-oriented, pervasive, efficient, helps with coordination and flexibility. Planning helps set objectives, avoid uncertainty, coordinate activities, and run organizations effectively. While planning is important, it can also be costly and delay action. The planning process involves analyzing internal and external environments, setting objectives and forecasts, identifying alternatives, and reviewing plans. There are different types of planning like corporate, divisional, group, and departmental planning.
The document discusses management functions and decision making. It describes the rational decision making process as involving 6 steps: 1) recognizing and defining the decision situation, 2) identifying alternatives, 3) evaluating alternatives, 4) selecting the best alternative, 5) implementing the decision, and 6) following up and evaluating results. Managers face different decision making conditions such as certainty, risk, and uncertainty. Group decision making has advantages like more information but also disadvantages like longer timeframes and potential for groupthink.
Introduction to management and organizationBindu Bashini
This document defines management and outlines its key levels and functions. It provides definitions of management from Harold Koontz and discusses the three main levels of management - top, middle, and lower. For each level, it describes who makes up that level and their main roles and responsibilities. The document also outlines the main functions of management as planning, organizing, staffing, directing, and controlling. It discusses the roles of managers as interpersonal, informational, and decisional. Finally, it discusses the skills needed by managers, including technical, human, and conceptual skills.
The document provides an introduction to management concepts including definitions of management, nature and characteristics of management, functional areas of management, levels of management, and approaches to management thought such as scientific management and administrative management. It discusses topics such as planning, organizing, staffing, directing and controlling as key functions of management. The document also outlines concepts like objectives, policies, procedures, and strategies that are important to the management process.
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 provides definitions and explanations of key management concepts. It begins by defining management as "the art of getting things done through people" and as "a process consisting of planning, organizing, actuating and controlling." It then discusses the nature and characteristics of management, functional areas of management including production, marketing, finance, and personnel, and levels of management from top to middle to front-line managers. The document also covers management theories including scientific management, administrative management, bureaucracy, and modern approaches such as quantitative, systems, and contingency theories. Finally, it addresses concepts related to the management functions of planning, organizing, staffing, directing, and controlling.
This document provides an overview of management concepts including:
1) Management involves planning, organizing, leading, and controlling resources to achieve organizational goals efficiently and effectively.
2) Managers carry out the management process and direct human, financial, physical, and information resources.
3) Classical, behavioral, and quantitative perspectives provide frameworks for management. Behavioral perspectives emphasized human factors.
4) Effective management requires consideration of situational factors and systems thinking about internal and external influences.
The document discusses the concepts and functions of human resource management, including planning, organizing, leading, and controlling organizational resources to achieve goals. It describes the different levels of management from top to low-level managers and their roles. The roles and responsibilities of human resource professionals in establishing procedures, developing methods, and advising managers on human resource activities are also covered.
The document provides an overview of business management concepts including planning, organizing, directing, controlling, and total quality management. It discusses the meaning, nature, and functions of management. It also covers management principles, the management process, administration versus management, and different leadership styles like Theory X and Y. Planning concepts such as types of plans, objectives, the planning process, and management by objectives are explained.
This document provides an introduction to pharmaceutical management. It defines key terms like organization, management, and managers. It explains that managers are responsible for coordinating an organization's resources, including human, financial, physical, and information resources, to achieve its goals efficiently and effectively. The management process involves planning and decision making, organizing, leading, and controlling. Good managers need technical, interpersonal, conceptual, diagnostic, communication, decision making, and time management skills to be effective.
The document provides an overview of management and organizational concepts. It defines management as planning, organizing, leading, and controlling organizational resources to efficiently and effectively achieve goals. Managers at different levels and in different areas carry out the management process. The management process and managerial roles have evolved over time through various classical and behavioral management perspectives that focused on scientific, administrative, and human aspects of organizations.
This document provides an overview of organizational behavior. It defines organizational behavior as the study of how individuals and groups act within organizations, with the goal of making managers more effective. Key elements that influence behavior are people, structure, technology, and the external environment. The document also discusses the levels of organizational behavior (individual, group, organization), types of managers, and their functions (planning, organizing, leading, controlling). It aims to help managers understand and influence human behavior in organizational settings.
Managers are responsible for overseeing organizational resources to achieve goals. The four main functions of management are planning, organizing, leading, and controlling. Planning involves setting goals and strategies, organizing establishes the organizational structure, leading provides vision and motivation, and controlling monitors performance. Managers at different levels have varying responsibilities, from overseeing day-to-day operations for first-line managers to establishing company-wide goals and strategies for top managers. Modern management trends include flatter hierarchies, outsourcing, empowering employees, and self-managed teams.
Managers are responsible for overseeing organizational resources to achieve goals. The four main functions of management are planning, organizing, leading, and controlling. Planning involves setting goals and strategies, organizing establishes the organizational structure, leading provides vision and motivation, and controlling monitors performance. Managers at different levels have varying responsibilities, from first-line managers overseeing operations to top managers establishing company-wide goals. Globalization and technology are changing management roles and requiring new skills.
This document discusses management concepts and provides definitions of key terms. It summarizes Armenia's positions related to management in the Global Competitiveness Report, and defines management, organization, and manager. It also outlines the management process including planning, organizing, leading, and controlling. Effectiveness and efficiency are discussed as important criteria for measuring management. The roles and skills required of managers are summarized.
Scientific management, as developed by Frederick Taylor, focused on analyzing workflows to determine the most efficient way to perform tasks. It emphasized specialization of labor, standardized work processes, incentives for meeting productivity targets, and close monitoring and measurement of worker performance. The goal was to maximize productivity. However, it treated workers as extensions of the machines they operated and did not consider their well-being, potentially dehumanizing labor.
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.
Management Principles and Practice by Jyotishman and AlokJyotishman Bordoloi
An organization is a group of people with a collective goal that interacts with its external environment. Management is the process of working with people and resources to achieve organizational goals. It involves planning, organizing, staffing, leading, and controlling. Managers ensure goals are met by coordinating these functions. Effective management motivates employees, improves efficiency and productivity, and helps organizations adapt to changing needs. Managers require skills in technical areas as well as managing people and conceptual thinking.
Business Management (Bcom-Juraz short note).pdfAkshayKR29
This document provides an overview of management concepts including:
- Definitions of management from Lawrence Appley and its key characteristics.
- Management being both an art and a science, dealing with human behavior.
- The classical, neoclassical, and modern schools of management thought.
- The levels of management including top, middle, and lower.
- Key functions and principles of management such as planning, organizing, and directing.
- Approaches like scientific management, administration, MBO, and participative management.
The document provides an overview of management concepts including:
- Defining management as planning, organizing, leading, and controlling work through other people
- Explaining the historical evolution of management theories from scientific management to human relations approaches
- Describing common managerial competencies like communication, teamwork, and strategic thinking
- Outlining the different levels of management from first-line to top managers
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12 steps to transform your organization into the agile org you deservePierre E. NEIS
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Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
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.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
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.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
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.
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.
1. Management Process
Unit-1 : Introduction
Unit-2 : Planning
Unit-3 : Organising
Unit-4 : Staffing and Directing
Unit-5 : Supervising Control and MBO
2. Unit-1 : Intorduction
Evolution of management Thoughts
Managerial Process and Functions
Skills in an Organization
Roles in an Organization
Decision making and problem solving
Group decision making
3. Evaluation of Management Thought
Evaluation of
Management
Thought
Classical
Theory
Neo-
Classical
Theory
Modern
Management
Theory
4. ClassicalTheory Bureaucratic Approach
Max Weber ( 1864-1920)
Concept of Authority Structures
and its inter-relationship
Administrative Approach
Henry Fayol’s 5 Functions:
Planning, Organizing,
Commanding, Co-ordinating
and Controlling
Division of Work and Authority
and Responsibility
Scientific Approach
Fredrick Winslow Taylor (1856-
1915)
To know exactly what we want
men to do and see that they do
it in the best and cheapest way
5. Neo-ClassicalTheory
Behavioural Theory
Views Organization from
Individual Point of View
Emphasizes Individual
attitudes and Behavior
and Group Process
Socio-Technical Systems
Approach
Positive effect on Social
system , Personal attitudes
& group behavior
Focus on production,
office operations and
other areas
Co-operative Approach
Concerned with both
Interpersonal and
intraperonal
Group Behavior Approach
Individual attitudes and
behavior and group
processes
Inter-presonal Behavior
Approach
Based on individual
psychology
Human Relation
Approach
Managers deal more
effectively with human
side of an organization
Social System Approach
Relationships exists
between external and
internal environment
6. ModernApproach
Quantitative /Mathematical
Approach
Offers systematic and scientific
analysis and solutions to problems
Involves knowledge and skills of
statistics, engineering, electronics,
accounting etc.
Systems Approach
Organization is a dynamic system,
responsive, sensitive and vulnerable
to environmental changes
Contingency Approach
It depends upon situations and
circumstances
It requires knowledge of situational
variables and external factors
Decision Theory Approach
Specify objectives, developing
alternatives, analyzing and
comparing, select best, implement,
monitor, desired results achieved
Re-Engineering Approach
Focusing big change, improvements
in cost, quality, service and speed
10. Interpersonal Category
The managerial roles in this category
involve providing information and ideas.
Figurehead – As a manager, you have social, ceremonial and
legal responsibilities. You're expected to be a source of
inspiration. People look up to you as a person with authority,
and as a figurehead.
Leader – This is where you provide leadership for your team,
your department or perhaps your entire organization; and it's
where you manage the performance and responsibilities of
everyone in the group.
Liaison – Managers must communicate with internal and
external contacts. You need to be able to network effectively
on behalf of your organization.
11. Informational Category
The managerial roles in this category
involve processing information.
Monitor – In this role, you regularly seek out information
related to your organization and industry, looking for relevant
changes in the environment. You also monitor your team, in
terms of both their productivity, and their well-being.
Disseminator – This is where you communicate potentially
useful information to your colleagues and your team.
Spokesperson – Managers represent and speak for their
organization. In this role you're responsible for transmitting
information about your organization and its goals to the
people outside it.
12. Decisional Category
The managerial roles in this category involve using information.
Entrepreneur – As a manager, you create and control change
within the organization. This means solving problems, generating
new ideas, and implementing them.
Disturbance Handler – When an organization or team hits an
unexpected roadblock, it's the manager who must take charge. You
also need to help mediate disputes within it.
Resource Allocator – You'll also need to determine where
organizational resources are best applied. This involves allocating
funding, as well as assigning staff and other organizational
resources.
Negotiator – You may be needed to take part in, and direct,
important negotiations within your team, department, or
organization.
13. Decision making and problem solving
Problem: A situation that exists when objectives are
not being met
Problem Solving : The process of taking corrective
action to meet objectives
Decision making : The process of selecting an
alternative course of action that will solve a problem
14. Steps in problem solving and decision making
process
Steps
Identify the problem
Gather Information
Develop course of
action
Analyze and compare
course of action
Make a decision
Make a plan
Implement the plan
15. Group Decision Making
The decision making process
Three stages model of group decision making
Orientation stage
Discussion stage
Decision making stage