Itb Chap 07
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The document discusses management, leadership, and ethical management. It defines the five functions of management as planning, organizing, staffing, implementing, and controlling. It describes three levels of management - top management, mid-management, and supervisors. Tactical management focuses on short-term goals while strategic management focuses on long-term goals. Effective leadership requires characteristics like understanding, initiative, and communication. There are four types of leadership influence: position, reward, expert, and identity influence. Ethical management ensures legal and ethical business practices that benefit all stakeholders.
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Managing Associate assists the management team in various tasks. These tasks may include developing and implementing plans, organizing and managing work. They also watch the operations of the company. Management Associates have a college degree in business, management, or a related field.
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Annual salary in the top 10%: $122,000 ($58.6/hour).
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The Do’s of Management Associate
There are a few things a managing associate should always do when managing an association:
Keep records of all meetings and actions taken.
Keep accurate membership records.
Make sure members are aware of the association’s bylaws and how they can be used to govern the association.
Make sure members are aware of the association’s financial condition.
Make sure members are aware of the association’s goals and objectives.
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Speak harshly or disrespectfully towards the boss.
Not to include constructive criticism.
Not following up on important tasks.
Bad communication skills.
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48 | T+D | AUGUST 2012
Is Everybody’s Business
LEADERSHIP
By Laurel Goulet, Jonathan Jefferson, and Paul Szwed
In the March 2011 issue of T+D, Stephen L. Cohen presented a
leader development value chain that intentionally made a distinc-
tion among leader (person), leading (situation), and leadership
(system). He identifi ed leaders as C-suite executives, fi rst-line
supervisors, or those in the pipeline. We propose that these
leaders, who conduct leadership as a function of their position,
are engaged in capital L leadership. On the other hand, lower-
case l leadership includes anyone, regardless of title or position,
who interacts with others in the workplace. Leadership, in our
view, is a process that involves the interactions and relationships
between the leader and others. This view of leadership enables
anyone to develop as a leader.
Cohen’s view of leadership focuses on the development of the leader’s characteristics
(knowledge, skills, and abilities) and behaviors. In addition to the characteristics and
behaviors, our view focuses on the development of the leader’s attitudes and values.
Taken together, this ensures alignment between doing and being—which is crucial for
individual and organizational performance. Attitudes and values can be formed through
reflection and mentoring (as shown in Figure 1).
Reflection and mentoring provide leaders an opportunity to consider the impact
and effectiveness of their characteristics and behaviors through a feedback loop. For
example, an organization may determine that it is important for leaders to be compas-
sionate in dealing with others. A leader can easily take this message of compassion and
employ it in his interactions with others. However, without the reflective feedback loop
(for example, consideration of personal observations of own behavior used to update
knowledge), the leader may fail.
AUGUST 2012 | T+D | 49Photo by Veer
Leadership development shouldn’t be exclusive to high-level staff. Rather, all employees
should possess an understanding about leadership from many perspectives.
LISTEN TO THIS FEATURE
at www.astd.org/TDpodcasts
Imagine a leader who is successfully
compassionate when dealing with others
in most situations. But in some contexts or
circumstances, or even with certain per-
sonality types, that same compassionate
stance may not yield appropriate results.
Reflection, whether individually or guided
by a mentor, serves as a learning pro-
cess to enable a leader to become more
effective. Talent management is a strong
vehicle to develop these capabilities.
L.E.A.D. as an enabler
of talent management
At the U.S. Coast Guard Academy, we
have been in the business of developing
leaders of character for some time. We
developed the L.E.A.D. framework as a
lens by which to view and improve our
leader development program. It can be
used to create a strategic design for leader
development programs within an orga-
nization. Spec.
Robbins9 ppt03
This chapter discusses key concepts in management and organizations. It defines management and explains the importance of efficiency and effectiveness. It describes the four main functions of management as planning, organizing, leading, and controlling. It also discusses different managerial roles and skills needed at various levels. The chapter explores how organizations are defined and how the concept is changing. It emphasizes the universal need for management and discusses rewards and challenges of being a manager.
Stu Rc8e Ch01[1]
The document outlines learning topics for a chapter on management including: who managers are and how they are classified; what management involves including its functions and roles; what managers do including planning, organizing, leading, and controlling; how the manager's job is changing with a focus on customers and innovation; what defines an organization; and why studying management is important.
Future of Performance Management: 2015 and Beyond
Performance reviews have long been on every employee and manager’s hate list. Yet we still conduct them.
Why? Because we know performance management is critical to business. The problem however is that for many years we viewed performance reviews as the only way to manage and improve performance.
Thankfully times are changing. We are no longer willing to accept a process and system that isn’t working. We now have expectations, and we all want more. More involvement, more transparency, and more accountability. This is making way for a whole new philosophy on performance management--one that questions a lot of assumptions we previously had.
In this webinar we have discussed:
--The two philosophies of performance management
--Performance Management trends for 2015 and beyond
--What used to work but no longer does
--How to transition from an annual review process to a model of continuous coaching
Chapter 2: Performance Management Process
This document provides an overview of performance management processes. It defines performance management as an ongoing cycle of communication between supervisors and employees to set work expectations and assess performance. The key steps are planning, managing performance through feedback, conducting performance reviews, and providing performance-based rewards. Challenges include ensuring all employee performance is evaluated honestly and that everyone has good negotiation skills. The document recommends training managers and selecting a performance management model that suits the organization's needs.
Chapter 8 & 9 PPT
A PowerPoint presentation for Chapters 8 and 9 based off of Quint Studer\'s book, "Results That Last."
How to Unlock the Hidden Value in Your Emerging Leaders | Webinar 12.23.15
In this program, Chris Osborn of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
www.bizlibrary.com
How to Develop Strategic Thinking in Management
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Employee engagement
The document discusses employee engagement, defining it as the extent to which employees enjoy their work, feel valued, and are willing to go above and beyond for the organization's success. It identifies key drivers of engagement like interesting work, career development opportunities, trust in leadership, and clear direction/feedback. The document outlines 11 practices leaders can use to increase engagement, such as connecting with employees, providing career paths, communicating vision, and recognizing good work. It also discusses how engagement impacts business metrics and recommends conducting surveys and training leaders to better engage employees.
Building Leadership Development from Scratch - ASTD 2011
This presentation covers 3 main points:
1. What should you think about when creating or adjusting your leadership efforts.
2. The content you may want to include within a program, and
3. What metrics should you include,
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Itb Chap 12
This document covers financial management topics including:
- Developing budgets such as start-up, operating, and cash budgets.
- Maintaining financial records and statements such as balance sheets and income statements.
- Components of payroll systems including payroll taxes and preparing paychecks.
- Using financial ratios and performance information to make decisions by comparing actual results to budgets.
Itb Chap 16
The document discusses money management and financial planning. It covers creating a personal balance sheet and cash flow statement, budgeting techniques like setting financial goals and categories, and developing a long-term financial plan through analyzing your current situation, setting goals, implementing and reviewing your plan over time. The key aspects are developing money management skills like living within your means and saving for emergencies or the future.
Itb Chap 06
The document discusses starting and managing a small business. It covers characteristics of successful entrepreneurs, developing a business plan, and obtaining financing. A business plan outlines the business concept, operations, marketing strategy, finances, and goals. Financing options include owner-supplied capital, borrowed funds from banks, credit unions, or the Small Business Administration. Risks of entrepreneurship include inadequate capital, low sales, high expenses, and lack of management experience.
Itb Chap 04
This document discusses the social responsibilities of businesses and the roles of government. It covers three main topics: 1) social responsibility issues that businesses should address, such as environmental protection and workplace diversity; 2) ways that government protects citizens and businesses, such as enforcing contracts and regulating utilities; 3) how government regulates businesses through antitrust laws and assists them by purchasing goods/services, while also raising revenue through taxes and borrowing.
Itb Chap 03
The document discusses international business basics including importing, exporting, balance of trade, balance of payments, and currency exchange rates. It also covers the global marketplace, factors that influence international business environment, and examples of formal trade barriers and ways to encourage trade. Finally, it discusses multinational companies, common entry modes, and roles of international organizations like the WTO, IMF, and World Bank.
Itb Chap 02
The document discusses key economic indicators and measures of business activity. It covers measuring a country's gross domestic product and other indicators like unemployment, productivity, and personal income. It also discusses how economic conditions change over the business cycle and factors that influence inflation and interest rates. Finally, it examines investment, borrowing activities by government, business and consumers, and potential future economic challenges.
Itb Chap 18
This document discusses consumer credit fundamentals. It covers different types of consumer credit like installment loans, charge accounts, and credit cards. It describes benefits of using credit like convenience and savings, but also disadvantages like higher prices and overspending. The document also discusses calculating interest on loans, the credit application process, credit reports from bureaus, common credit documents, and regulations that protect consumers' credit rights.
Itb Chap 17
The document discusses various types of financial institutions and banking services. It describes the purpose of the Federal Reserve System and lists common types of financial institutions like commercial banks, credit unions, and non-deposit institutions. The document also discusses factors for selecting a financial institution, common banking services, electronic banking options, checks and payment methods, and the bank reconciliation process.
Itb Chap 14
This document discusses risk management for businesses. It covers three main topics: an overview of risk management including identifying risks and ways to deal with them such as avoiding, transferring, insuring or assuming risks; insurable risks including types of business insurance; and uninsurable risks including why some risks cannot be insured and strategies to reduce risks of doing business internationally.
Itb Chap 10
This document provides an overview of marketing concepts and the marketing strategy process. It discusses defining marketing and the seven marketing functions. It outlines developing an effective marketing strategy which includes identifying a target market and creating a marketing mix. It also describes the consumer decision-making process and factors to consider when pricing and distributing products. Finally, it discusses the importance of communication in marketing and identifies common types of promotion.
Itb Chap 09
The document discusses the career planning process in 4 steps: 1) personal assessment, 2) employment market analysis, 3) application process, and 4) interview process. It identifies sources of career information like print/online media and informational interviews. Growing career fields consider geographic and economic trends. Effective career planning involves experience through internships, volunteering, and part-time work. The application process includes resumes, cover letters, and online applications. Interview preparation, common questions, and follow-up are reviewed. Factors beyond salary like company culture are important for accepting job offers. Developing relationships, being dependable, and having a mentor contribute to job success.
Itb Chap 08
The document discusses key topics in human resource management including:
1) The goals of human resources including identifying personnel needs, providing training, developing compensation plans, and maintaining a satisfying work environment.
2) Important human resources activities such as planning and staffing, recruitment and selection, performance management, and compensation and benefits.
3) Factors that contribute to an effective organizational culture such as the work environment and employer-employee relations.
4) The benefits of workforce diversity for organizations, individuals, and society.
Itb Chap 05
This document contains summaries of three lessons on business organization:
1) Lesson 5-1 discusses the changing US job market and employment trends, as well as the role of businesses in the economy and different types of businesses.
2) Lesson 5-2 covers the three main forms of business ownership - proprietorship, partnership, and corporation - and considerations for choosing between them.
3) Lesson 5-3 describes principles for effective business organization and different organizational structures including functional and matrix.
Itb Chap 01
The document discusses key economic concepts across four lessons:
1) It defines needs and wants, and distinguishes between goods and services. Resources are needed to satisfy wants and needs but are limited.
2) Choices must be made due to economic scarcity. Opportunity cost is what is given up when making a decision. A six step process is used to make decisions.
3) There are three main economic systems - command, market, and traditional. The US has a mixed economy based on private property, freedom of choice, profit, and competition.
4) Supply and demand determine market prices for products. Higher prices cause less demand and more supply, while lower prices have the opposite effects.
Chapter 05
The document discusses public relations strategies for athletes and sporting events. It covers maintaining a positive public image through relationships with media and fans, handling public relations for special events, and engaging in philanthropic activities. It also addresses licensing and merchandise deals, the importance of fan clubs and market research, and ways athletes can extend their careers through motivational speaking and publishing books.
Chapter 03
The document discusses three chapters about professional sports:
1) Chapter 3.1 discusses the financial impact of professional sports and the perks associated with big league sports such as increased tax revenues and spending by fans.
2) Chapter 3.2 describes the process for distributing professional sports teams and financing a team, which requires finding a large customer base, subsidies, and financing to build a stadium.
3) Chapter 3.3 explains the role of agents in marketing athletes and how organizations develop character through training programs. It also discusses how ethical behavior impacts an athlete's promotional value and ability to attract sponsors.
Chapter 02
This document discusses marketing and economics in college athletics. It covers the importance of the NCAA and team rankings, market segmentation in college sports, and the growing market for women's college athletics. It also addresses the economic benefits of college sports for communities through tourism and sponsorship/licensing deals. Finally, it examines the marketing and economic impacts of amateur sports at both the local and national levels.
Chapter 06
The document discusses various ways that athletes can advance charitable causes through community service, sports camps, and workshops. It describes how athletes get involved with charities through events like golf tournaments and by creating their own foundations. Sports camps offer athletes a chance to work with famous coaches and potentially further their careers. The document outlines best practices for promoting successful camps through marketing, sponsorship, and photography. Workshops can teach specific skills and be sponsored to benefit charities while also promoting sponsors. They should be advertised through various print and digital avenues tailored to their target demographics.
Chapter 01
The document summarizes key concepts in sports and entertainment marketing. It defines marketing basics including the marketing mix of product, price, place, and promotion. It then discusses sports marketing, including defining the target market and common marketing strategies used like branding sports logos on clothing. Entertainment marketing is also summarized, focusing on how technology has changed distribution and the power of television and internet. Finally, recreation marketing is briefly covered, looking at applying the marketing mix to recreation and marketing to tourism consumers.
Chapter 04
This document summarizes key concepts from a marketing chapter about using sports to market products and services. It discusses how companies use sponsorship, promotion, and endorsements to market to the large audience of sports fans. It explains the marketing cycle and considerations for companies when deciding on sponsorship and endorsements, such as choosing an endorser whose image aligns with the product. Legal restrictions on endorsements are also outlined, requiring endorsements to reflect the honest opinions and experience of the endorser.
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Itb Chap 07
- 1. Management and Leadership 7-1 Management 7-2 Leadership 7-3 Ethical Management 7
Editor's Notes
- CHAPTER 7 06/08/09 ITB