One category of people, known as managers, should achieve their organizational objectives by arranging others, known as subordinates to carry out the necessary tasks instead of performing those tasks themselves.
Zubairu Attairu Sode is a finance and accounting professional with over 6 years of experience. He currently works as the Head of Accounts and Finance for Premier Petroleum Limited in Abuja, Nigeria. His responsibilities include managing the accounting processes, preparing financial reports, conducting audits, and ensuring compliance with financial regulations. Prior to his current role, he worked as an audit assistant and in tax advisory. Sode holds a Bachelor's degree in Accounting and postgraduate qualifications in accounting, finance and management. He is proficient in accounting software and financial analysis.
NagmEldin HassanGubara is a Sudanese CFO with over 30 years of experience in financial management positions. He is currently an Accounting & Finance Officer at the Intergovernmental Authority on Development, where he prepares budgets, financial reports, and trains finance staff. Prior to this role, he held several senior financial roles including Senior Financial Management Specialist for the Nile Watershed Management Project and Chief Finance & Administrative Officer for an agricultural project. He holds a Bachelor's degree in Business Studies and a Master's in Accounting.
This document is a curriculum vitae for Garvit Singhvi, a Chartered Accountant from India. It summarizes his professional experience and qualifications. He has over 5 years of experience in finance, accounting, auditing, and business analytics roles for companies in the UAE and China. His experience includes preparing financial statements and reports, budgeting, internal controls, and ensuring regulatory compliance. He holds a B.Com degree and is a Chartered Accountant certified by the Institute of Chartered Accountants of India.
Olumide Samuel Adebayo is a Finance Reporting/Business Analyses Manager with over 12 years of experience in financial management, cost control, and tax management in the oil and gas industry. He has a strong technical background with proficiency in accounting software and financial reporting standards. His career objective is to manage an organization's finances with utmost efficiency to keep the organization out of financial debt.
Abdel Karim Fneiche is seeking a managerial position utilizing over 25 years of experience in accounting, finance, management, and business operations in the Middle East region. He has a university degree with honors and is skilled in areas such as strategic planning, financial analysis, budgeting, and people management. Fneiche's background and skills would allow him to effectively lead teams and help businesses achieve growth and profitability goals.
This curriculum vitae summarizes the qualifications and experience of Alfred Muronzi. He holds several degrees including an MBL from the University of South Africa. He has over 20 years of experience in financial management, accounting, and executive leadership. His roles have included chief financial officer, preparing financial reports, managing budgets and risk, and leading teams. He is proficient in financial systems and legislation with a track record of setting strategic direction and developing people.
This document provides a summary of Olufemi Adekunle's professional experience and qualifications. He currently works as the Group Financial Controller for Sun Heaven Hotel & Resort limited, where he helps restructure the hotel chain's accounts department and ensures financial reporting complies with standards. Previously, he held roles like Head of Accounts, Senior Accountant, and Audit Supervisor for several other companies. He has extensive experience in accounting, financial reporting, budgeting, internal controls, and tax compliance. His educational qualifications include a BSC in Accounting as well as professional certifications in accounting and auditing.
Sandip Thakur is seeking a challenging position that allows growth and application of his 11 years of experience in accounts management and MBA. He has expertise in financial planning, accounting, auditing, taxation, and ERP systems. His previous roles include managing accounts and developing financial systems at Rolls Royce India and Bangladesh. He holds a B.Com and MBA and is proficient in accounting software like Tally and Excel.
Zubairu Attairu Sode is a finance and accounting professional with over 6 years of experience. He currently works as the Head of Accounts and Finance for Premier Petroleum Limited in Abuja, Nigeria. His responsibilities include managing the accounting processes, preparing financial reports, conducting audits, and ensuring compliance with financial regulations. Prior to his current role, he worked as an audit assistant and in tax advisory. Sode holds a Bachelor's degree in Accounting and postgraduate qualifications in accounting, finance and management. He is proficient in accounting software and financial analysis.
NagmEldin HassanGubara is a Sudanese CFO with over 30 years of experience in financial management positions. He is currently an Accounting & Finance Officer at the Intergovernmental Authority on Development, where he prepares budgets, financial reports, and trains finance staff. Prior to this role, he held several senior financial roles including Senior Financial Management Specialist for the Nile Watershed Management Project and Chief Finance & Administrative Officer for an agricultural project. He holds a Bachelor's degree in Business Studies and a Master's in Accounting.
This document is a curriculum vitae for Garvit Singhvi, a Chartered Accountant from India. It summarizes his professional experience and qualifications. He has over 5 years of experience in finance, accounting, auditing, and business analytics roles for companies in the UAE and China. His experience includes preparing financial statements and reports, budgeting, internal controls, and ensuring regulatory compliance. He holds a B.Com degree and is a Chartered Accountant certified by the Institute of Chartered Accountants of India.
Olumide Samuel Adebayo is a Finance Reporting/Business Analyses Manager with over 12 years of experience in financial management, cost control, and tax management in the oil and gas industry. He has a strong technical background with proficiency in accounting software and financial reporting standards. His career objective is to manage an organization's finances with utmost efficiency to keep the organization out of financial debt.
Abdel Karim Fneiche is seeking a managerial position utilizing over 25 years of experience in accounting, finance, management, and business operations in the Middle East region. He has a university degree with honors and is skilled in areas such as strategic planning, financial analysis, budgeting, and people management. Fneiche's background and skills would allow him to effectively lead teams and help businesses achieve growth and profitability goals.
This curriculum vitae summarizes the qualifications and experience of Alfred Muronzi. He holds several degrees including an MBL from the University of South Africa. He has over 20 years of experience in financial management, accounting, and executive leadership. His roles have included chief financial officer, preparing financial reports, managing budgets and risk, and leading teams. He is proficient in financial systems and legislation with a track record of setting strategic direction and developing people.
This document provides a summary of Olufemi Adekunle's professional experience and qualifications. He currently works as the Group Financial Controller for Sun Heaven Hotel & Resort limited, where he helps restructure the hotel chain's accounts department and ensures financial reporting complies with standards. Previously, he held roles like Head of Accounts, Senior Accountant, and Audit Supervisor for several other companies. He has extensive experience in accounting, financial reporting, budgeting, internal controls, and tax compliance. His educational qualifications include a BSC in Accounting as well as professional certifications in accounting and auditing.
Sandip Thakur is seeking a challenging position that allows growth and application of his 11 years of experience in accounts management and MBA. He has expertise in financial planning, accounting, auditing, taxation, and ERP systems. His previous roles include managing accounts and developing financial systems at Rolls Royce India and Bangladesh. He holds a B.Com and MBA and is proficient in accounting software like Tally and Excel.
Ahmed Hussein Sayed Abdul-Aziz is seeking a challenging position utilizing his 13 years of experience in financial analysis, accounting, and management. He has a background in cash management, financial reporting, cost accounting, and data processing. He is proficient in accounting software like Microsoft Excel, Dynamics AX, and Oracle Hyperion. His most recent role was as Chief Accounting at Advanced Vision Electro Mechanical Company, where he oversaw financial reporting and internal controls.
This document provides contact information and a curriculum vitae for Abhishek Mehta. It summarizes his professional experience in finance management and accounting operations spanning over 10 years, including his current role as Finance Manager at Mercure Gold Hotel in Dubai since 2010. It also lists his education credentials and awards received.
Tins Varghese is seeking a challenging position in financial management, planning, and operations with a reputable organization. He has over 10 years of experience in financial control, planning, accounting, budgeting, and auditing. Currently he is the Director of Finance and Administration for a construction and oil & gas company in Qatar, where he manages financial strategy, operations, and a team of accounting and administrative staff.
Muhammad Arshad Ehsan has over 15 years of experience in audit, finance, and accounting. He is currently the General Manager of Finance and Operations for Middle East Group of Companies in Afghanistan. He has held senior finance roles and has extensive experience in financial reporting, budgeting, internal controls, and tax. Ehsan has several professional certifications including APA, CPA, CA, and is pursuing the CIA. He is proficient in accounting software and financial systems.
Tariq Mustafa is seeking a challenging position utilizing his experience in accounting and auditing. He has over 15 years of experience working in management roles for various textile companies in Pakistan. He is skilled in financial reporting, budgeting, internal controls, and tax compliance. Currently he is the Head of Audit Department for Suncrop Group, where he oversees audits of regional and branch offices.
This document is a resume for Dheifellah M. Al-Amri, summarizing his professional experience and qualifications. It outlines his 22+ years of experience in finance and audit roles of increasing responsibility, including currently serving as Vice President of Finance for TATWEER BUILDING COMPANY LTD in Riyadh, KSA. Prior to that he held head of finance and director of finance positions at other companies. The resume also lists his education qualifications and professional development trainings.
Sajjadali S. Gulamhusein is a Certified Management Accountant, Chartered Accountant, and Cost Accountant with nearly 24 years of experience in financial management, accounting, risk management, Oracle Financials implementation, process improvement, compliance audits, tax planning, and business process reengineering. He currently serves as the Director of Finance for the healthcare division of Farouk, Maamoun Tamer & Co. in Saudi Arabia, where he manages a revenue base of over $1.3 billion and a team of 20 finance professionals. Prior to this role, he held financial and audit positions in Saudi Arabia and India. He is conversant in Oracle Financials, Tally, and other accounting
This document discusses different aspects of business organization and functions. It covers topics like the various business functions including human resources, finance, operations, sales and marketing, research and development, administration and IT, and customer service. It also discusses different types of business organization structures such as hierarchical, pyramidal, entrepreneurial/centralized, collaborative, circular/flat, and matrix structures. Finally, it notes that business structures are changing and becoming less hierarchical with an emphasis on communication and collaboration across sections.
The document contains contact information and a summary of the professional experience and qualifications of Deepesh Modi. It details his 17+ years of experience in senior finance and management roles across various sectors in Kenya. His areas of expertise include strategic financial management, financial planning, accounting and reporting, systems development, internal controls, people management, business strategy, and treasury management. He has held roles such as Group Financial Controller, Financial Controller, and Regional Financial Controller for various companies in Kenya.
Khaled Shaaban Abdel-Hai has over 18 years of experience in finance, investment management, corporate finance, and auditing. He is currently an Audit Director at PKF Al Bassam & Co., where he oversees audit engagements and manages the audit department. Previously, he held CFO and finance director roles at various companies in Saudi Arabia and Egypt. He has extensive experience in strategic planning, financial reporting, risk management, and internal controls. Khaled holds a Bachelor's degree in Commerce from Cairo University and is a certified public accountant and member of accounting professional organizations in Egypt.
This document provides a summary of Alan C. Argall's professional experience and qualifications. It outlines his extensive experience as a Financial Controller and Company Secretary for various companies in the cosmetics and fragrance industry, as well as for a not-for-profit organization providing disability services. It details his responsibilities, accomplishments, and contributions in roles spanning over 35 years. Key skills and qualifications are also listed, including an MBA and fellowship in accounting.
Amer Nusair has over 9 years of experience in finance and management roles. He currently works as a Senior Auditor at the Securities Depositary Centre in Amman, Jordan where he evaluates policies and procedures, reviews compliance with regulations, and reports findings and recommendations to senior leadership. Previously, he held roles as a Senior Accountant at Copley Coach Transportation and the Securities Depositary Centre where he was responsible for financial reporting, accounting, payroll, and ensuring accuracy of financial records. He has a Master's degree in Business Management from Cambridge College USA and a Bachelor's degree in Finance from Irbid National University in Jordan.
Deepa Kewlani is seeking a challenging career where she can contribute her skills and knowledge. She has expertise in accounting, financial reporting, and ensuring statutory compliance. Her previous experience includes roles at Emerson Export Engineering Centre Pvt. Ltd., where she provided financial planning, analysis, budgeting, forecasting and reporting support. She also handled accounting, transfer pricing reporting, and ensuring TDS, VAT, excise and service tax compliance at Sushrut Adler Group.
Desikan Raghavan is a financial controller with nearly 27 years of experience in strategic planning, auditing, taxation, fund management, and commercial operations. He is currently seeking a new challenging position to utilize his expertise. He has extensive experience working in finance leadership roles for various multinational companies across several countries.
Saiprakash R provides a summary of his professional experience and objectives. He has over 16 years of experience in financial management roles across various industries. Currently, he is the General Manager of Finance and Administration for Ali Alhashemi Trading LLC and its group companies in GCC, where he manages financial reporting, budgeting, credit facilities, and a team of 40 people. His objective is to secure a management position offering learning opportunities, preferably in business development and strategic planning.
Arijit Mondal has over 15 years of experience in finance and accounting roles, currently working as a Finance Supervisor at Mott MacDonald Pvt. Ltd. He has extensive experience in financial planning and analysis, budgeting, accounting, taxation, and ensuring statutory compliance. The document provides details of his career history, roles and responsibilities, skills, and educational qualifications.
This document discusses corporate finance and the roles of the finance manager and corporate controller. It describes corporate finance as dealing with acquiring and allocating cash efficiently to maximize shareholder value. The finance function involves investment, financing, and dividend decisions. The finance manager oversees financial goals, planning, and asset/structure management. The controller ensures proper accounting, financial reporting, and adherence to standards to support management decision-making. Both roles involve planning, analysis, and providing financial guidance.
Amjad Rahil is seeking a leadership position and has over 19 years of professional experience. He holds a B.Sc. in Math, Statistics and is a Fellow Member of Cost & Management Accountant. His experience includes roles as Manager Accounts (CFO) at Rupali Group of Companies, Finance Manager at Garter Industries, and Factory Accountant at Khawaja Electronics. He has extensive experience in finance, accounting, budgeting, reporting, and ensuring regulatory compliance.
This document contains a resume for Manoj Iype seeking a senior management role. He has over 18 years of experience in financial reporting, auditing, budgeting and forecasting in various industries. Currently he is the Director of Finance at Oasis India, a social enterprise focused on empowering marginalized communities. Previously he held CFO and finance leadership roles at multinational companies in India and the Middle East. He is proficient in financial systems like SAP and has strong skills in strategic planning, people management, and business analysis.
The document provides a summary of the professional credentials and career experience of Mohamed Asim. It lists his qualifications including certifications in accounting and finance. It then outlines his career history working in financial controller roles for various companies in UAE and Pakistan from 2006 to present. His experience includes preparing financial statements, managing accounts, implementing controls, and liaising with external auditors and management.
proiectul Cybermentor de management a sistemului national de invatamant din Romanai avea la anul lansarii 2004 trei elemente importante: 1- experienta de o viata intr-o familie de profesori, 2- respectul fata de scoala si educatori si 3- realizarile tehnologice moderna ( Tablet-uri cu cititoare de carduri!) . proiectul a fost prezentat si portalul era functional ( Prima varianata de facebook operationala l;a aceea data!!) care exploata un social media incipient.
El artista mexicano Ernesto Ríos se dedica principalmente al arte mural y retratos, prefiriendo el género mural por su capacidad de conectarse con el pueblo mexicano. Ha creado más de veinte murales monumentales en diversos lugares de México que representan temas como la historia, cultura y geografía del país. Sus obras más recientes son dos grandes murales para el Centro de Convenciones de Mazatlán que representan la fusión de las culturas indígena e hispana en Sinaloa y el des
Ahmed Hussein Sayed Abdul-Aziz is seeking a challenging position utilizing his 13 years of experience in financial analysis, accounting, and management. He has a background in cash management, financial reporting, cost accounting, and data processing. He is proficient in accounting software like Microsoft Excel, Dynamics AX, and Oracle Hyperion. His most recent role was as Chief Accounting at Advanced Vision Electro Mechanical Company, where he oversaw financial reporting and internal controls.
This document provides contact information and a curriculum vitae for Abhishek Mehta. It summarizes his professional experience in finance management and accounting operations spanning over 10 years, including his current role as Finance Manager at Mercure Gold Hotel in Dubai since 2010. It also lists his education credentials and awards received.
Tins Varghese is seeking a challenging position in financial management, planning, and operations with a reputable organization. He has over 10 years of experience in financial control, planning, accounting, budgeting, and auditing. Currently he is the Director of Finance and Administration for a construction and oil & gas company in Qatar, where he manages financial strategy, operations, and a team of accounting and administrative staff.
Muhammad Arshad Ehsan has over 15 years of experience in audit, finance, and accounting. He is currently the General Manager of Finance and Operations for Middle East Group of Companies in Afghanistan. He has held senior finance roles and has extensive experience in financial reporting, budgeting, internal controls, and tax. Ehsan has several professional certifications including APA, CPA, CA, and is pursuing the CIA. He is proficient in accounting software and financial systems.
Tariq Mustafa is seeking a challenging position utilizing his experience in accounting and auditing. He has over 15 years of experience working in management roles for various textile companies in Pakistan. He is skilled in financial reporting, budgeting, internal controls, and tax compliance. Currently he is the Head of Audit Department for Suncrop Group, where he oversees audits of regional and branch offices.
This document is a resume for Dheifellah M. Al-Amri, summarizing his professional experience and qualifications. It outlines his 22+ years of experience in finance and audit roles of increasing responsibility, including currently serving as Vice President of Finance for TATWEER BUILDING COMPANY LTD in Riyadh, KSA. Prior to that he held head of finance and director of finance positions at other companies. The resume also lists his education qualifications and professional development trainings.
Sajjadali S. Gulamhusein is a Certified Management Accountant, Chartered Accountant, and Cost Accountant with nearly 24 years of experience in financial management, accounting, risk management, Oracle Financials implementation, process improvement, compliance audits, tax planning, and business process reengineering. He currently serves as the Director of Finance for the healthcare division of Farouk, Maamoun Tamer & Co. in Saudi Arabia, where he manages a revenue base of over $1.3 billion and a team of 20 finance professionals. Prior to this role, he held financial and audit positions in Saudi Arabia and India. He is conversant in Oracle Financials, Tally, and other accounting
This document discusses different aspects of business organization and functions. It covers topics like the various business functions including human resources, finance, operations, sales and marketing, research and development, administration and IT, and customer service. It also discusses different types of business organization structures such as hierarchical, pyramidal, entrepreneurial/centralized, collaborative, circular/flat, and matrix structures. Finally, it notes that business structures are changing and becoming less hierarchical with an emphasis on communication and collaboration across sections.
The document contains contact information and a summary of the professional experience and qualifications of Deepesh Modi. It details his 17+ years of experience in senior finance and management roles across various sectors in Kenya. His areas of expertise include strategic financial management, financial planning, accounting and reporting, systems development, internal controls, people management, business strategy, and treasury management. He has held roles such as Group Financial Controller, Financial Controller, and Regional Financial Controller for various companies in Kenya.
Khaled Shaaban Abdel-Hai has over 18 years of experience in finance, investment management, corporate finance, and auditing. He is currently an Audit Director at PKF Al Bassam & Co., where he oversees audit engagements and manages the audit department. Previously, he held CFO and finance director roles at various companies in Saudi Arabia and Egypt. He has extensive experience in strategic planning, financial reporting, risk management, and internal controls. Khaled holds a Bachelor's degree in Commerce from Cairo University and is a certified public accountant and member of accounting professional organizations in Egypt.
This document provides a summary of Alan C. Argall's professional experience and qualifications. It outlines his extensive experience as a Financial Controller and Company Secretary for various companies in the cosmetics and fragrance industry, as well as for a not-for-profit organization providing disability services. It details his responsibilities, accomplishments, and contributions in roles spanning over 35 years. Key skills and qualifications are also listed, including an MBA and fellowship in accounting.
Amer Nusair has over 9 years of experience in finance and management roles. He currently works as a Senior Auditor at the Securities Depositary Centre in Amman, Jordan where he evaluates policies and procedures, reviews compliance with regulations, and reports findings and recommendations to senior leadership. Previously, he held roles as a Senior Accountant at Copley Coach Transportation and the Securities Depositary Centre where he was responsible for financial reporting, accounting, payroll, and ensuring accuracy of financial records. He has a Master's degree in Business Management from Cambridge College USA and a Bachelor's degree in Finance from Irbid National University in Jordan.
Deepa Kewlani is seeking a challenging career where she can contribute her skills and knowledge. She has expertise in accounting, financial reporting, and ensuring statutory compliance. Her previous experience includes roles at Emerson Export Engineering Centre Pvt. Ltd., where she provided financial planning, analysis, budgeting, forecasting and reporting support. She also handled accounting, transfer pricing reporting, and ensuring TDS, VAT, excise and service tax compliance at Sushrut Adler Group.
Desikan Raghavan is a financial controller with nearly 27 years of experience in strategic planning, auditing, taxation, fund management, and commercial operations. He is currently seeking a new challenging position to utilize his expertise. He has extensive experience working in finance leadership roles for various multinational companies across several countries.
Saiprakash R provides a summary of his professional experience and objectives. He has over 16 years of experience in financial management roles across various industries. Currently, he is the General Manager of Finance and Administration for Ali Alhashemi Trading LLC and its group companies in GCC, where he manages financial reporting, budgeting, credit facilities, and a team of 40 people. His objective is to secure a management position offering learning opportunities, preferably in business development and strategic planning.
Arijit Mondal has over 15 years of experience in finance and accounting roles, currently working as a Finance Supervisor at Mott MacDonald Pvt. Ltd. He has extensive experience in financial planning and analysis, budgeting, accounting, taxation, and ensuring statutory compliance. The document provides details of his career history, roles and responsibilities, skills, and educational qualifications.
This document discusses corporate finance and the roles of the finance manager and corporate controller. It describes corporate finance as dealing with acquiring and allocating cash efficiently to maximize shareholder value. The finance function involves investment, financing, and dividend decisions. The finance manager oversees financial goals, planning, and asset/structure management. The controller ensures proper accounting, financial reporting, and adherence to standards to support management decision-making. Both roles involve planning, analysis, and providing financial guidance.
Amjad Rahil is seeking a leadership position and has over 19 years of professional experience. He holds a B.Sc. in Math, Statistics and is a Fellow Member of Cost & Management Accountant. His experience includes roles as Manager Accounts (CFO) at Rupali Group of Companies, Finance Manager at Garter Industries, and Factory Accountant at Khawaja Electronics. He has extensive experience in finance, accounting, budgeting, reporting, and ensuring regulatory compliance.
This document contains a resume for Manoj Iype seeking a senior management role. He has over 18 years of experience in financial reporting, auditing, budgeting and forecasting in various industries. Currently he is the Director of Finance at Oasis India, a social enterprise focused on empowering marginalized communities. Previously he held CFO and finance leadership roles at multinational companies in India and the Middle East. He is proficient in financial systems like SAP and has strong skills in strategic planning, people management, and business analysis.
The document provides a summary of the professional credentials and career experience of Mohamed Asim. It lists his qualifications including certifications in accounting and finance. It then outlines his career history working in financial controller roles for various companies in UAE and Pakistan from 2006 to present. His experience includes preparing financial statements, managing accounts, implementing controls, and liaising with external auditors and management.
proiectul Cybermentor de management a sistemului national de invatamant din Romanai avea la anul lansarii 2004 trei elemente importante: 1- experienta de o viata intr-o familie de profesori, 2- respectul fata de scoala si educatori si 3- realizarile tehnologice moderna ( Tablet-uri cu cititoare de carduri!) . proiectul a fost prezentat si portalul era functional ( Prima varianata de facebook operationala l;a aceea data!!) care exploata un social media incipient.
El artista mexicano Ernesto Ríos se dedica principalmente al arte mural y retratos, prefiriendo el género mural por su capacidad de conectarse con el pueblo mexicano. Ha creado más de veinte murales monumentales en diversos lugares de México que representan temas como la historia, cultura y geografía del país. Sus obras más recientes son dos grandes murales para el Centro de Convenciones de Mazatlán que representan la fusión de las culturas indígena e hispana en Sinaloa y el des
Azuébar es una villa fundada por los árabes en los siglos VIII-IX en la provincia de Castellón. Tuvo una importante actividad minera entre los siglos XVIII-XX que empleó a muchos habitantes. Actualmente su economía se basa en el turismo y la industria del agua envasada. El pueblo ofrece gastronomía mediterránea típica y celebra varias fiestas religiosas y populares entre agosto y septiembre.
Este documento compara tres de los principales sistemas operativos para ordenadores personales: Windows es el más usado mundialmente pero también el más vulnerable a virus; Mac OS es bueno para edición multimedia pero sus ordenadores son caros; Linux es gratuito, personalizable y seguro pero requiere más conocimientos técnicos.
Audrey argues that students should not be allowed to bring cell phones to school for three main reasons. First, cell phones enable cheating because students can look up answers online. Second, students who have phones will be distracted and unable to focus on learning. Third, students may post inappropriate content online that could harm others or get them into legal trouble. Audrey provides examples of cell phones and concludes by thanking the reader for their time and attention.
El documento detalla las actividades musicales que tendrán lugar en el Conservatorio Profesional de Música de Alcañiz durante el mes de mayo, incluyendo conciertos didácticos, encuentros de instrumentos como el acordeón, intercambios de alumnos entre conservatorios, ciclos de conciertos de alumnos, audiciones y una gala del bajoaragonés del año con la participación de alumnos del conservatorio.
1. The 2008 Beijing Olympics made mass use of leading-edge technologies including RFID tickets with embedded chips, MEMS accelerometers in electronic waving torches, and radio command systems to control over 18,000 performers.
2. A large projector array using 63 Christie projectors created a seamless 500m long wall screen, while 84 additional projectors were used to create motion pictures.
3. Cree LEDs provided dramatic lighting effects on the exterior and interior of the Bird's Nest stadium through 258,000 LEDs, and were also used in large video screens and artistic displays.
www.kord.gr BERGMANN KORD Hair Transplant Clinic is a specialized hair restoration clinic that deals exclusively with the treatment of hair loss: http://bit.ly/1rOcM1B
Este documento describe una idea de negocio para desarrollar un software que permita a los usuarios enviar mensajes de texto mediante voz desde sus celulares. El software resolvería el problema de que las personas mayores tienen dificultad para enviar mensajes de texto. El mercado objetivo serían las personas mayores de 60 años y las compañías fabricantes de celulares. Se necesitaría investigar la funcionalidad técnica, desarrollar el chip de software e implementarlo en prototipos de celulares para generar ingresos por cada modelo de celular que lo incluya. Los principales
KVMSwitchTech's Manual- How to Use and Install 2U 19" Dual Slide Rackmount Mo...kvmswitchtech
8 port 2U Dual Slide 19" Rackmount Monitor Keyboard support Multi-platform with High Video Quality.
http://www.kvmswitchtech.com/2u-19-dual-slide-rackmount-monitor-with-integrated-8-port-combo-kvm-switch-usb-and-ps2-touchpad-p49771.htm
Abengoa, compañía internacional que aplica soluciones tecnológicas innovadoras para el desarrollo sostenible en los sectores de energía y medioambiente, presenta su informe anual de 2014.
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Conozca en esta presentación cómo funciona, qué es, y por qué es necesario contar con tecnología para gestionar un proyecto omnicanal.
Somos una firma de consultoría boutique, que ofrece soluciones a la medida para diseñar e implementar estrategias omnicanales + full ecommerce. Contamos con presencia en Miami, Fl. y Bogotá Col.
Implementamos modelos de negocios digitales innovadores para llevar a las organizaciones al siguiente nivel y lograr crecimientos exponenciales y resultados sorprendentes, mediante estrategias, tecnología y soluciones integrales a lo largo de toda la cadena de valor y ciclo de venta.
El documento describe las actividades de un grupo de tertulias literarias. Los participantes leen extractos de libros seleccionados y comparten sus opiniones y reflexiones sobre los extractos. El objetivo es fomentar el diálogo y el pensamiento crítico a través de la lectura y discusión compartida de textos literarios.
This document provides summaries and cost estimations for various industrial projects. It includes summaries for projects involving denim cloth production, solvent extraction of cotton seed, spinning cotton, mango powder production, menthol oil and crystals from peppermint, dietary fiber and antioxidants from apple pomace, cellulose acetate manufacture, coal tar pitch, marble and granite cutting and polishing, rice shelling, fruit ripening chambers, aloe vera cultivation and processing, mineral water bottling, synthetic magnesium silicates, ephedrine hydrochloride, diagnostic labs, activated bleaching earth, and dairy-related projects like butter milk, casein from milk, condensed milk, dairy farms, flavored milk, ghee and butter, ice
El documento proporciona información sobre el phishing y cómo prevenirlo. Explica que el phishing implica el engaño a usuarios para robar información confidencial a través de páginas web o correos falsos. También describe posibles situaciones de phishing, por qué las empresas son vulnerables, cómo opera comúnmente el phishing, dónde ocurre, medidas preventivas y la importancia de denunciarlo.
Ch1_Introduction to Management and Organization.pptxKimT35
This document provides an introduction to management and organization. It defines management as coordinating and overseeing the work of others. The four main functions of management are planning, organizing, leading, and controlling (POLC framework). Effective management requires technical skills to perform tasks, human skills to motivate people, and conceptual skills to envision the organization holistically. Studying management is important because it is essential to running organizations efficiently and achieving goals. Without proper management, organizations could become chaotic and unproductive. The document also discusses the different levels and functional areas of management in organizations.
This document provides an overview of perspective management concepts from Prof. Jairaj Kochavara in August 2010. It includes lists of recommended books on management, basic definitions of key terms like organization, management, and manager. It also discusses the responsibilities and functions of managers in managing businesses, managers, workers, and time. The document outlines goals and forces that influence organizational behavior, important managerial competencies, and definitions of management and the interrelated functions of planning and controlling.
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Management Essay
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What is Management? Essay
Essay on Philosophy of Management
It Management Essay
Management Planning Essay
12 BUSINESS STUDIES Chapter 1 Nature and scope of ManagementSourabh Tiwari
This document discusses the key concepts of management including its nature, levels, functions, objectives and importance. It states that management is both an art and a science as it involves applying theoretical knowledge through experience and practice. Management is also considered a profession as it has a defined body of knowledge, requires training and education, and is guided by ethical codes. The three levels of management are top level, middle level, and lower or supervisory level. The five main functions of management that a manager performs are planning, organizing, staffing, directing, and controlling. Objectives of management can be organizational, social or personal. Finally, management is important as it helps achieve group goals efficiently, creates a dynamic organization, and contributes to the development
The document summarizes the key concepts of business administration across six functional areas: 1) People, 2) Operations, 3) Accounting, 4) Strategy, 5) Finance, and 6) Marketing. For each area, it provides a brief overview of the concepts covered, such as leadership and communication skills for People, supply chain management for Operations, financial statement analysis for Accounting, developing business strategy for Strategy, corporate finance decision-making for Finance, and marketing strategies and tools for Marketing. The document emphasizes that understanding these functional areas is critical for management.
This document discusses management concepts, levels, and functions. It explains that management involves administering an organization and utilizing resources effectively. There are typically three management levels - low, middle, and top. The four primary functions of management are planning, organizing, leading, and controlling. Management also involves four functional areas: production, financial, human resource, and marketing management. Each area focuses on a different aspect of managing the organization's resources and operations.
Leadership Skills For Your Startup Growth - Patrick Henry Entropic Patrick Henry Entropic
This document discusses leadership skills for startups and organizational growth. It covers five key topics: management functions and styles, the role and work of managers, different management levels, management styles, and leadership. The management functions are planning, organizing, staffing, implementing, and controlling. Tactical management is more directive while strategic management involves employees in decision-making. Effective leadership requires understanding others, communication skills, and developing trust. Organizational success depends on ethical behavior and treating all stakeholders fairly.
Unit 2 topic 1 AS and A Level management and leadershipEezy Champion
The document discusses the key functions and roles of management, including setting objectives and planning, organizing resources, directing and motivating staff, coordinating activities, and controlling performance. It also covers important leadership concepts like different leadership styles, Mintzberg's 10 management roles, the importance of emotional intelligence, and factors that influence the best leadership approach in a given situation. Effective management requires both technical skills in functions like planning and organizing as well as strong interpersonal skills in roles like motivating staff and coordinating activities across departments.
This document provides an overview of management and organizational skills for entrepreneurs. It defines key management terms and discusses various management theories including classical, behavioral, management science, and integrative theories. It also covers management functions such as planning, organizing, leading, and controlling. Additionally, it describes management skills, levels of management, and types of managers. The overall purpose is to develop managerial and organizational skills that are important for entrepreneurs to effectively manage their businesses.
Management processes include planning, organizing, leading and controlling resources which can be human, financial, technological or natural. There are different management styles such as traditional, team, and servant. Effective managers meet performance and satisfaction goals by building relationships with employees, being humble, sharpening communication skills, providing feedback, and empowering people. Key traits of effective managers are delegating wisely, setting goals, communicating, making time for employees, recognizing achievements, focusing on lasting solutions, and not taking themselves too seriously. Good managers manage performance for results, make change happen, act ethically, take responsibility for self-improvement, and project a positive self-image.
The concepts of organizations, managers, and management are explored in this session. Every organization, regardless of size, type, or location, needs managers who have a variety of characteristics. Managers may come from any nationality or be of either gender.
The document discusses achieving managerial effectiveness through the planned behavior approach. It begins with an acknowledgement and table of contents. It then discusses what managerial effectiveness means, including achieving organizational goals and objectives. Key managerial skills are communication, listening, commitment to truth, empathy, persuasion, and leadership. The planned behavior approach for achieving managerial effectiveness includes behavior, normative, and control beliefs that influence intentions and actual behavior. The difference between effective and regular managers is also examined.
This document discusses various aspects of management including definitions, functions, objectives, and scope. Management is defined as the process of planning, organizing, leading, and controlling organizational resources to achieve goals. The main functions of management are planning, organizing, staffing, directing, and controlling. Objectives of management include optimizing resources, increasing efficiency, maximizing profits, promoting personal development, maintaining quality, reducing risk, and identifying talent. The scope of management encompasses financial management, marketing management, human resource management, production management, and office management.
1. The document discusses the purpose and importance of management, the features and characteristics of management, and the distinction between management, organization, and administration.
2. It states that the main purpose of management is to establish an environment where organizational goals can be achieved efficiently. Management makes human effort more productive and allows individuals to best contribute to group objectives.
3. Key characteristics of management are that it is usually associated with group efforts, accomplished through others' efforts, purposeful, action-oriented, indispensable, and intangible.
The document outlines various class rules including starting with prayer, prohibiting cellphone use, allowing bathroom breaks, being available to answer questions, and requiring students to be on time and not cheat. It also lists potential interview questions about prior experience with group management, defining organization and management, and relating those concepts to an ABM track for improving knowledge. Finally, it poses 4 review questions testing understanding of management definitions, functions, theories, and applying concepts to case studies.
This document discusses the nature of management. It defines management as the process of getting work done through others. Management involves planning, organizing, staffing, directing, and controlling organizational resources and activities. The document outlines the characteristics of management, including that it is universal, goal-oriented, requires group effort, and exists at multiple levels of an organization. It also describes the main functions and levels of management.
Chapter 1 intro to mgmt + planning 4 studentsRajat Gupta
This document provides an overview of the evolution of management thought from early theories like scientific management to more modern approaches. It discusses key contributors like Taylor who developed scientific management principles focusing on time-and-motion studies. Problems with scientific management led to administrative theory which sought efficiency and effectiveness through bureaucracy and clearly defined roles. Fayol further developed principles of management covering areas like division of labor, authority, and discipline. The evolution of management theory aims to find better ways to utilize organizational resources through the core functions of planning, organizing, leading and controlling.
Similar to LEAN BUSINESS 2100 MANAGEMENT PROGRAM (20)
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How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
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Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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Answers about how you can do more with Walmart!"
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2. THE GENERAL MANAGEMENT PROCESS OVERVIEW
What Will You Learn In Check Point 1?
1. What Is Management?
2. Four Prime Management Functions
3. Four Important Management Roles
4. Classification Of Managers
5. Time Allocation By Managers
6. Five Main Operational Areas In A Company
7. Entrepreneurship And Management Science
8. The Lean Business Management Method
9. Lean Management
10. Principles Of Decision Making In Business
11. Business Environment And Organizational Culture
12. The Planning Process
13. Strategic Planning
14. Implementation Of Strategic Plans
15. Management By Objectives
3. THE GENERAL MANAGEMENT PROCESS OVERVIEW
What Will You Learn In Check Point 1?
16. Operational Planning
17. Business Plan
18. The Organizing Process
19. Organizational Departmentalization
20. Management Structure
21. Organizational Design, Development, And Change
22. The Leading Process
23. Principles Of Communication
24. The Controlling Process
25. Managerial Ethics
26. What Is A Small Business?
27. How Can You Succeed In Your Small Business?
28. For Serious Business Owners Only
29. The Latest Information Online
4. Do You Need To Know Check Point 1?
Level Your Management Level Yes Optional
1 I Am An MBA Student. V
2 I Am A Professional Manager In A Company.
V
3 I Plan To Start A One-Person Business.
V
4 We Plan To Start A Small Business Without
Employees.
V
5 I/We Plan To Start A Small Business With
Employees.
V
6 I Am A One-Person Business Owner. V
7 I Am A Small Business Owner With Employees.
V
8 We Are Small Business Owners Without
Employees.
V
9 We Are Small Business Owners With
Employees.
V
10 I Am A Management Consultant Or A CPA. V
5. What Is Management?
“Management is the art of getting things done through people."
In this definition by Mary Parker Follett:
"One category of people, known as managers, should achieve their
organizational objectives by arranging others, known as subordinates
to carry out the necessary tasks instead of performing those tasks
themselves."
6. What Are The Two Types Of Management?
”Western-Type”
Management
”Eastern-Type”
Management
Modern “Western-type”
management originated in
the U.S. and Europe during
the last century.
This type of management is
based on traditional
Western management
values, principles, and
methods which are
discussed in detail in Lean
Business 2100 Management
Program.
Modern “Eastern-type”
management originated in
Japan during the last century.
This type of management is
based on lean management
values, principles, and
methods which are discussed
in detail in Lean Business
2100 Management Program.
7. What Is The Main Purpose Of Each Management Type?
Based On “Western-Type”
Management Guidelines
Based On “Eastern-Type”
Lean Management Guidelines
The main purpose of the
“Western-type” management is
to create a suitable environment
within the business organization
in which employee can:
1. Perform productively in a
well-organized manner.
2. Coordinate individual efforts
toward achieving
organizational goals.
3. Maximize the operational
performance and
profitability of the business
organization.
4. Ensure customer
satisfaction.
5. Assist the company in
achieving short-term and
medium-term goals.
The main purpose of the “Eastern-
Type” or lean management is to
create a suitable environment
within the business organization in
which employee can:
1. Ensure high level of customer
satisfaction at all times.
2. Offer the best possible value
of products and services to
customers, based on quality,
reliability, and price.
3. Minimize waste by using
fewer resources, including
materials, labor and time.
4. Maximize the operational
performance and profitability
of the business organization.
5. Assist the company in
achieving medium-term and
long-term goals.
8. What Are The Two Types Of Business Owners And Managers?
Business Owners
And Managers Who
Want To Learn More
Business Owners
And Managers Who
“Know Everything”
This category includes business
people who typically:
Are open-minded.
Have high self-confidence.
Believe in the power of
knowledge over money.
Are aware of their personal
strengths and weaknesses
in various areas of
business management.
Are motivated to improve
their business knowledge.
Understand that learning
about management is a
never-ending process
which will lead toward
improved business
performance and results.
This category includes business
people who typically:
Are not very open-minded.
Have high ego.
Believe in the power of
money over knowledge.
Are not aware of their
personal strengths and
weaknesses in various areas
of business management.
Assume that they know
enough about business
management to succeed in
business.
Don’t realize that they only
know what they know and
they don’t know what they
don’t know.
9. What Are The Four Prime Management Functions?
1. Planning Function.
Planning the development of specific organizational objectives and the
appropriate actions to achieve those objectives.
2. Organizing Function.
Organizing the company's human and material resources into a
workable structure to ensure cost-effective organizational
performance.
3. Leading Function.
Leading the company's employees toward accomplishment of
organizational objectives.
4. Controlling Function.
Controlling the performance of the company's employees and ensuring
that the organization is progressing toward achieving its goals.
10. What Are The Four Important Management Roles?
Henry Mintzberg identified four important management roles (1):
1. Leadership Role.
Managers act as leaders and are constantly involved in hiring
training, training, motivating, and disciplining subordinates.
Managers also act as figureheads on behalf of their company.
2. Informational Role.
Managers constantly monitor information obtained from various
external sources and disseminate essential information among
employees within their organization.
3. Decisional Role.
Managers constantly make decisions related to their company’s
activities and face various problems which must be resolved to
ensure successful company performance.
4. Entrepreneurial Role.
Managers are often taking risks in undertaking new projects,
investing company funds into new ventures, and developing new
products and services.
11. What Are The Main Categories Of Managers?
Business Owners And Top Managers
These include a company’s CEO, president and vice-presidents.
Middle-Level Managers
These include heads of departments.
First-Level Managers
These include supervisors and foremen.
12. How Many Managers Do You Need In Your Business?
If You Are a One-Person Business or a “Micro-Business”
Be prepared to perform all management functions within your
business and get ready to become the “Chef and the chief bottle
washer”.
If You Are a Small Business with 1 to 100 employees
You will need to have several managers to help you manage your
business to ensure effective performance.
If You Are A Medium-Sized Business With Up To 500
Employees
You will need a management team to ensure that your organization is
managed effectively and it is meeting its business objectives.
13. How Do Managers Allocate Their Time?
Type
Of
Activity
Business
Owners
And Top
Managers
Middle
Managers
First-Level
Managers
Planning 20% - 30% 10% - 20% 10% - 20%
Organizing 30% - 40% 30% - 40% 20% - 30%
Leading 20% - 30% 30% - 40% 50% - 60%
Controlling 10% - 20% 10% - 20% 10% - 20%
14. What Are The Five Areas Of Operational Activities In A Company?
General
Management
Activities
Human
Resources
Management
Activities
Financial
Management
Activities
Operations
Management
Activities
Marketing
And Sales
Management
Activities
The Main Focus Of Each Area Of Operational Activities
1. General Management Activities.
This includes overall planning, organizing, leading and controlling of
all company’s activities.
2. Human Resources Management Activities.
This includes planning, organizing, leading and controlling the
company’s human resources.
3. Financial Management Activities
This includes planning, organizing, leading and controlling the
company’s financial resources.
4. Operations Management Activities
This includes planning, organizing, leading and controlling the
company’s operational resources.
5. Marketing And Sales Management Activities.
This includes planning, organizing, leading and controlling the
company’s marketing and sales resources.
15. What Are General Management Activities?
•
Applying lean management guidelines to general management
activities.
•
Developing effective internal environment and a positive
organizational culture.
• Making sound business management decisions.
• Developing and implementing realistic strategic plans.
• Formulating effective policies, procedures, and rules.
• Implementing management by objectives procedures.
• Developing and implementing attainable operational plans.
• Formulating a plan of management.
•
Organizing human and material resources into a workable
structure.
• Developing a strong management team.
• Leading employees toward achieving the company’s objectives.
• Establishing clear lines of communication.
• Controlling management and employee performance.
• Promoting ethical behavior by management and employees.
• Monitoring company's results and taking corrective actions.
16. What Are Human Resources Management Activities?
•
Applying lean management guidelines to human resources
management activities.
• Conducting job analysis for various jobs.
• Preparing job descriptions and job specifications.
• Planning and forecasting employee requirements.
• Recruiting and hiring employees.
• Screening and testing applicants.
• Conducting employment interviews.
• Conducting employee orientation.
• Training and developing employees.
• Motivating and compensating employees.
• Conducting employee performance appraisals.
• Maintaining employee career management.
• Establishing sound labor-management relations.
• Resolving interpersonal conflicts.
17. What Are Financial Management Activities?
•
Applying lean management guidelines to financial management
activities.
• Maintaining a bookkeeping system.
• Collaborating with accountants in preparing financial statements.
• Evaluating the company's financial performance.
• Preparing operating, capital expenditure, and cash budgets.
• Formulating tax strategies.
• Identifying suitable sources of finance.
• Maintaining internal control and cash management.
• Maintaining control of purchases and disbursements.
• Maintaining credit control.
• Maintaining inventory management and control.
• Maintaining capital assets management and control.
• Maintaining payroll accounting.
•
Determining actual costs of products, services, projects, and
contracts.
•
Developing pricing methods for products, services, projects, and
contracts.
• Preparing management accounting reports.
• Managing computerized accounting program.
What Are Operations Management Activities?
18. •
Applying lean management guidelines to operations management
activities.
• Maintaining product selection, design, and standardization.
• Maintaining process design.
• Managing the design office.
• Evaluating, selecting, and purchasing equipment.
• Developing plant layout.
• Maintaining and replacing equipment.
• Managing tool purchasing and control.
• Estimating product, service, project, and contract costs.
• Planning and controlling operations.
• Maintaining supply chain and material management.
• Purchasing materials and services.
• Maintaining inventory control, storage, and dispatch.
• Maintaining quality control.
•
Developing lean operations including kaizen and just-in-time
Methods.
• Managing service operations.
• Managing projects and contracts.
What Are Marketing And Sales Management Activities?
19. •
Applying lean management guidelines to marketing and sales
management activities.
• Gathering marketing information.
• Implementing target marketing.
• Measuring and forecasting market potential.
• Formulating effective marketing strategies.
•
Developing and implementing product, pricing, promotional, and
distribution strategies.
• Developing and implementing effective direct marketing strategies.
• Preparing effective marketing plans.
• Initiating the sales process.
• Preparing realistic sales plans and budgets.
• Developing the sales organization.
• Recruiting, training, and motivating sales personnel.
• Allocating, compensating, and controlling the sales force.
Are You An Entrepreneur?
20. According to Webster dictionary:
“Entrepreneur is one who organizes and directs a business
undertaking, assuming the risk for the sake of profit.”
Did you know that:
•
Entrepreneurship is the cornerstone of a free market economy
system all over the world.
•
Entrepreneurship represents the major driving force behind the
U.S. economy.
•
There are about 28 million entrepreneurs in the U.S. including
about 6 million one-person business owners.
•
Entrepreneurs provide major contribution to the $16.2 Trillion U.S.
Gross Domestic Product (GDP).
•
Entrepreneurs create approximately 60% of all new jobs in the U.S.
every year.
Entrepreneurs, or business owners, are people who are:
• Highly determined and goal-oriented.
• Have a strong personality.
• Want to control their destiny.
• Want to remain independent at any price.
Are You Familiar With The Two Types Of Business Management?
21. ”Western-Type”
Management
”Eastern-Type”
Management
•
Developed during the last
century in U.S. and Europe.
•
Provides the foundation for
traditional western-type
management.
•
Developed during the last
century in Japan.
•
Provides the foundation for lean
management which became
popular in U.S. and Europe.
What Is The Biggest Problem In Business Management?
The biggest problem in business management is that the majority of
people in business are not trained in business management, while the
majority of people, who are trained in business management, are not in
business!
Is It Possible That This Is Your Problem Too?
If So, This Could Be Your Solution:
Lean Business 2100 Management Program
What Is Lean Business 2100 Management Program?
22. The Lean Business 2100 Management Program provides:
•
Unique management methodology, termed Lean Business
Engineering, designed to assist you to succeed in your business.
•
Practical and easy-to-use business management guidelines at your
fingertips.
•
Improved management skills to secure successful performance of
your business.
•
Simple management tools to effectively plan, manage, and control
your business activities and to maximize profitability.
•
Comprehensive management tutorials for your management team
designed to improve operational knowledge and productivity.
•
About 1,800 pages of practical business management information,
hundreds of small business examples, and time-saving
worksheets.
The Lean Business 2100 Management Program address the challenges
presented by two important concepts introduced in the 1990's:
• Knowledge Management (KM)
• Personal Knowledge Management.
What Is The Lean Business Engineering Method?
23. The Lean Business Engineering Method is a cross-functional
method of applying traditional Western-style management guidelines
and lean management guidelines to operational activities within any
organization to maximize the customers’ satisfaction, product and
service value, operational performance, and profitability.
The Lean Business Engineering Method is at the core of the Lean
Business 2100 Management Program.
The prime purpose of the Lean Business Engineering Method is to
provide a Universal Management Tool. This tool can be used as
follows:
• Learning Tool for students.
• Management Tool for professional managers.
•
Be-Your-Own-Management-Consultant Tool for aspiring and
existing business owners
•
Professional Management Tool for management consultants and
pro-active CPAs.
The Lean Business Engineering Method will enable you and your
management team to:
•
Provide you and your management team with practical solutions in
all major areas of business management.
•
Enable you to improve your knowledge in various areas of business
management on a do-it-your-self basis.
24. What Is The Lean Business Engineering House?
The Lean Business Engineering House describes the most
important elements of the Lean Business Engineering Method.
25. Two Components Of The Lean Business Engineering Method
The Business Engineering
Method
Lean
Management
The prime purpose of the
business engineering method is:
•
To provide practical cross-
functional management
guidelines to business people.
•
To maximize overall business
performance.
This method:
•
Is based on “Western-style”
business management values,
methods, and principles.
•
Originated in the U.S. and in
Europe.
The prime purpose of lean
management is:
•
To provide practical lean
management guidelines to
business people.
•
To maximize the customers’
satisfaction.
This method:
•
Is based on “Eastern-style”
business management values,
methods, and principles.
•
Originated in Japan and is
used in the U.S. and Europe.
The Lean Business Engineering Method
26. What Is The Lean Business 2100 Management Program?
The Lean Business 2100 Management Program provides:
• Unique management methodology designed to assist business
owners to succeed in business.
• Simple management tools to effectively plan, manage, and control
business activities.
• A knowledge-based foundation for the implementation of the lean
business engineering method.
• Practical cross-functional management guidelines in all main
operational areas of activities.
• Guidelines to maximize overall business performance and ROI.
• A universal management tool.
Universal Management Tool
The Lean Business 2100 Management Program is designed to be used
as:
• Learning Tool for MBA students.
• Management Tool for professional managers.
•
Be-Your-Own-Management-Consultant Tool for small and
medium-sized business owners.
•
Professional Management Tool for management consultants and
pro-active CPAs.
27. What Does The Lean Business
2100 Management Program Contain?
The Lean Business 2100 Management Program is based on a multi-
disciplinary approach to business management and contains:
• Five Tutorials covering five major areas of operational business
management.
• 20 Check Points in each tutorial, which include a broad range of
Topics related to the specific tutorial as described below.
Each Of The Five Tutorials Contains 20 Check Points
TUTORIAL 1
General
Management
TUTORIAL 2
Human
Resources
Management
TUTORIAL 3
Financial
Management
TUTORIAL 4
Operations
Management
TUTORIAL 5
Marketing
And Sales
Management
20
Check
Points
(1-20)
20
Check
Points
(21-40)
20
Check
Points
(41-60)
20
Check
Points
(61-80)
20
Check
Points
(81-100)
28. What Is Lean?
Lean represents a unique methodology designed to maximize
customer value while minimizing waste and using fewer resources.
•
Lean embodies some of the best management concepts, principles,
methods, and values.
•
Lean is critical in developing an effective business organization and
improving every aspect of its performance on a continuous basis.
•
Lean has many practical applications in all areas of operational
activities.
•
Lean can be used very effectively by a one-person business owner
or by any type of small, medium-sized, and large business
organization.
•
Various elements of lean were developed in Japan and for this
reason lean represents “Eastern-style” school of management.
•
The term “Lean” was first introduced by John Krafcik in his 1988
article ”Triumph Of The Lean Production System”.
29. What Is Lean Management?
The main purpose of Lean Management is to provide customers with
a perfect value of products and services by developing a perfect value-
creation process that has zero or minimal waste.
Lean management is a practical management process designed:
•
To maximize the all-around operational performance and
profitability of any business organization.
•
To offer the best possible value of products and services based on
their quality, reliability, and price, to customers.
• To minimize waste and to use fewer resources.
•
To enable any business organization to become a “lean
organization”.
•
To implement lean values, principles, and guidelines in the most
cost-effective manner.
Modern lean management has its origin with Toyota Production
System (TPS) developed in Japan and it has evolved gradually over
the last sixty years.
30. What Are The Critical Lean Management Values And Principles?
• Your customers are the most important part of your business.
• Offer your customers the best possible value and experience.
• Always treat your customers in the best possible way.
• Develop long-term mutually beneficial relationship with customers.
• Treat your employees with genuine care, dignity, and respect.
• Reward your employees fairly based on their performance.
• Identify operational inefficiencies and waste in a timely manner.
• Maximize value-added and minimize non-value-added activities.
• Improve all operational processes on a continuous basis.
• Maximize quality at the source of all operational processes.
• Create a continuous customer-driven flow environment.
• Ensure maximum safety for all customers and employees.
• Motivate all employees to keep high ethical standards of behavior.
•
Maintain effective communication with employees, suppliers, and
customers.
• Whatever you do - do it right the first time around.
•
Motivate all employees to participate in operational improvement
processes.
• Keep an “open mind” and encourage all employees to do the same.
•
Never “rest on your laurels” and always strive for continuous
improvement.
31. What Are The Main Elements Of Lean Management?
Hoshin Kanri Kaizen Just-In-Time Jidoka
(Autonomation)
Total
Productive
Maintenance
(TPM)
What Can Lean Management Do For You?
1. Lean management represents a universal tool for business owners
and managers.
2. Lean management includes cost-effective management methods.
3. Lean management provides practical management guidelines.
4. Lean management makes good business sense.
5. Lean management represents a strong and positive business
culture.
6. Lean management provides comprehensive solutions in business
management.
32. What Are The Basic Steps In Business Decision-Making?
1. Evaluate the existing situation.
2. Define problems and identify root causes.
3. Develop and evaluate optional strategies.
4. Select the most suitable strategies and develop a plan of action.
5. Assign the responsibility for implementing the plan of action.
6. Implement the plan of action.
7. Evaluate results and make adjustments.
8. Repeat the process whenever necessary.
33. What Are The Two Basic Types Of Business Environment?
External Environment Internal Environment
Five Types Of External Business Environment
Economic
Environment
Social
Environment
Technological
Environment
Competitive
Environment
Global Business
Environment
Critical Elements Of External Business Environment
Customers Suppliers Banks Laws And
Regulations
Five Main Elements Of Internal Environment
Human
Resources
Financial
Resources
Operational
Resources
Marketing
Resources
Organizational
Culture
34. What Is The Planning Process?
Planning is the first essential managerial responsibility in any
organization. The Planning Process represents the foundation of all
operational activities within the company.
Two Types Of The Planning Process
Strategic Planning Operational Planning
•
Deals with long-term and
medium-term planning
activities (one to five years).
•
Involves business owners and
top managers on organization-
wide basis
The main purpose:
•
To develop an overall long-
term direction for the entire
business organization to
ensure its successful
performance.
•
Deals with short-term planning
activities for a period from one
day up to one year.
•
Involves managers who are
responsible for meeting
specific departmental
objectives.
The main purpose:
•
To ensure cost-effective
implementation of short-term
solutions in each department.
35. What Is Strategy?
Strategy refers to a direction toward a specific goal.
The term “strategy” is derived from the Greek word “strategos” which
means "the art of a general”.
What Is Strategic Planning?
Strategic Planning represents the foundation of the entire planning
process in every business organization.
Strategic planning also represents the most critical factor in determining
the company’s overall long-term direction, just like a GPS helps the
captain to navigate a ship in the ocean.
Strategic planning is equally important for all companies, irrespective of
their size, just like a GPS is equally important for a small fishing boat, as
well as a large ocean liner.
36. What Are The Steps In The Strategic Planning Process?
1. Define your company’s mission.
2. Establish your company’s objectives.
3. Conduct your company’s situational analysis.
4. Develop and evaluate alternative strategies.
5. Select the most suitable strategy.
6. Develop supporting plans.
7. Implement strategy and supporting plans.
8. Evaluate strategy and supporting plans.
37. What Are A Company’s Strategic Long-Term Options?
1. The Limited Growth Strategy.
A limited 10% - 30% annual growth strategy is frequently used by
small and medium-sized companies.
2. The Expansion Strategy.
An aggressive 40% - 80% and more expansion strategy is suitable
for developing industries with dynamic technology.
3. The Retrenchment Strategy.
A retrenchment strategy is used by small and medium-sized
companies as the "last option" as follows:
3.1 The Retrenchment Strategy - Consolidation.
This option entails scaling down of operations and cutting costs.
3.2 The Retrenchment Strategy – Divestment
This option entails disposing of loss-causing operations.
3.3 The Retrenchment Strategy - Liquidation.
This option entails liquidation of the company's assets.
4. The Combination Strategy.
Combination strategy is frequently used by larger organizations and
it may entail any combination of the above long-term strategies.
38. What Are Supporting Short-Term Elements Of A Strategic Plan?
Tactics Policies Procedures Rules
What Are Company Tactics?
Company Tactics are short-term business and operational plans,
formulated by management, designed to accomplish short- and long-
term strategic objectives.
What Are Company Policies?
Company Policies can be defined as "a clear and complete statements
related to the day-to-day running of the organization".
What Are Company Procedures?
Company Procedures represent a plan that provides the necessary
method of implementing company policies.
What Are Company Rules?
Company Rules spell out required actions or non-actions by an
employee and do not allow any discretion in their application.
39. Operational Planning In Five Areas Of A Company’s Activities
General
Management
Planning
Human
Resources
Management
Planning
Financial
Management
Planning
Operations
Management
Planning
Marketing
And Sales
Management
Planning
Steps In The Operational Planning Process
1. Establish your company’s specific objectives.
2. Define your company’s present situation.
3. Identify your company’s operational methods.
4. Develop an operational plan to achieve your company’s objectives.
Frequency Of Operational Planning In A Small Business
1. Daily planning.
2. Weekly planning.
3. Quarterly planning.
4. Semi-annual planning.
5. Annual planning.
40. A Company’s Operational Plan Of Action
General
Management
Plan Of Action
Human
Resources
Management
Plan Of Action
Financial
Management
Plan Of Action
Operations
Management
Plan Of Action
Marketing
And Sales
Management
Plan Of Action
The Operational Plan Of Action Must Cover Five Areas
1. General Management Plan Of Action.
This includes overall planning of all company’s activities.
2. Human Resources Management Plan Of Action.
This includes planning of the company’s human resources.
3. Financial Management Plan Of Action.
This includes planning of the company’s financial resources.
4. Operations Management Plan Of Action.
This includes planning of the company’s operational resources.
5. Marketing And Sales Management Plan Of Action.
This includes planning of the company’s marketing and sales
resources.
What Is Management By Objectives (MBO)?
41. Management By Objectives (MBO) represents a practical
management method and a tool widely used by business owners and
managers during the operational planning process.
The prime purpose of management by objectives is:
• To take advantage of positive attitudes of employees.
To create a suitable atmosphere within the organization.
To enable managers and subordinates to evaluate their
performance and compare actual results.
To ensure effective control of performance by employees.
•
•
•
• To improve overall performance results within the organization in
the long run.
Steps In The Management By Objectives Process
1. Set specific goals.
Develop detailed plan action.
Implement planned action.
Review the results of the planned action.
Repeat steps 1 – 4 above on a regular basis.
2.
3.
4.
5.
42. What Is A Business Plan?
A well-defined Business Plan represents the final result of all planning
activities undertaken by management within any organization.
The main purpose of a business plan is:
1. To formulate clear operational and financial objectives for the
entire business organization.
2. To provide the management team with comprehensive guidelines
for running the business.
3. To providing various financial institutions with critical information
about an organization.
Elements Of A Business Plan
1. The company’s values and mission statement.
2. Summary of the company’s strategic objectives.
3. The company’s situational analysis summary.
4. Summary of the company’s opportunities and threats in the
marketplace.
5. The company’s strategic plan.
6. The company’s supporting plans.
7. The company’s operational plan of action.
8. The company’s budgets.
What is The Organizing Process?
43. Organizing is the second essential managerial responsibility, after
planning of various operational activities, within the organization.
What Are The Steps In The Organizing Process?
1. Identify and classify all activities which must be carried out in
accordance with the strategic and operational plans.
2. Group all required activities in light of the available resources and
current environment.
3. Create organizational structure and departmentalize all activities.
4. Develop an organizational chart and create functional positions
within the organization.
5. Assign authority, responsibility and accountability to every
functional position.
6. Establish and coordinate the relationships among all functional
positions.
44. Organizing Operational Activities In A Company
Organizing
General
Management
Activities
Organizing
Human
Resources
Management
Activities
Organizing
Financial
Management
Activities
Organizing
Operations
Management
Activities
Organizing
Marketing
And Sales
Management
Activities
The Organizing Process Must Cover Five Operational Areas
1. Organizing General Management Activities.
This includes overall organizing of all company’s activities.
2. Organizing Human Resources Management Activities.
This includes organizing of the company’s human resources.
3. Organizing Financial Management Activities.
This includes organizing of the company’s financial resources.
4. Organizing Operations Management Activities.
This includes organizing of the company’s operational resources.
5. Organizing Marketing And Sales Management Activities.
This includes organizing of the company’s marketing and sales
resources.
45. What Is Organizational Departmentalization?
Organizational Departmentalization represents one of the first steps
in the organizing process in any company.
Business owners and the entire management team are responsible for
ensuring a professionally conducted organizational departmentalization.
Four Methods Of Organizational Departmentalization
Departmentalization
By
Function
Departmentalization
By
Product Or Service
Departmentalization
By
Market Or Customer
Departmentalization
By
Territory
Who Is Using Organizational Departmentalization?
• Departmentalization By Function.
Used by most small and medium-sized companies.
• Departmentalization By Product Or Service.
Used by larger companies that offer range of products or services.
• Departmentalization By Market Or Customer.
Used by larger companies that work in specific markets.
• Departmentalization By Territory.
Used by larger companies that work in specific territories.
What Is Organizational Structure?
46. Organizational Structure represents the ultimate result of the
organizational departmentalization process in a business organization.
Organizational structure provides a visual description of a business
organization’s operational activities and lines of communication.
What Are The Three Types Of Organizational Structures?
Functional
Structure
Divisional
Structure
Matrix
Structure
Application Of Various Types Of Organizational Structures
• Functional Structure.
Used by the majority of small and medium-sized companies.
• Divisional Structure
Used by larger companies that offer range of products or services,
or work in specific markets or territories.
• Matrix Structure
Used primarily by project management companies.
What Is A Management Structure?
47. A Management Structure represents:
• The ultimate result of developing an organizational structure within
a business organization.
• The foundation of every successful organization and plays a critical
role in ensuring effective planning and control of all its operational
activities.
Critical Elements Of A Management Structure
Each manager in a well-defined management structure must be
assigned a certain level of:
• Authority.
Authority represents a specified degree of discretion delegated to
individuals to enable them to use their judgment, to have power in
making decisions, and to issue instructions to subordinates.
• Responsibility.
Responsibility represents a specified number of tasks assigned to
individuals who are answerable for their duties and the performance
of their subordinates.
• Accountability.
Accountability means being held responsible for results or outcome of
a particular assignment.
48. What Is The Unity Of Command Principle?
The Unity Of Command Principle represents a critical element in the
development of a management structure in a business organization.
The Unity Of Command Principle suggests that:
"Each individual in the organization should be accountable to only one
superior."
Note: The only exception to the above principle is the matrix structure
which allows dual reporting within project management organizations.
What Is The Scalar Principle?
The Scalar Principle represents another critical element in the
development of a management structure in business organization.
This Scalar Principle suggests that:
"The clearer the line of authority from the ultimate management
position to each subordinate position, the more likely there will be
responsible decision making and organizational communication within a
company."
49. What Is The Main Purpose Of Organization Chart?
Organizational Chart represents the ultimate outcome of the
management structure development process in a business organization.
The organizational chart:
• Provides a practical management tool for business owners and
managers within any business, irrespective of its size.
• Represents a “management driving map” for business owners and
managers.
• Provides an effective visual description of the organization’s
operational activities.
• Can be used for effective delegation of authority, responsibility and
accountability within a business organization.
• Is very helpful in developing clear lines of communication and
avoiding confusion between management and other employees.
• Is very useful in providing new and existing employees with a clear
functioning of the business organization.
• Provides clear explanation to all employees regarding the
chain of command and the reporting procedures within a business
organization
Organizational Design, Development, And Change
50. The process of organizational design, development, and change begins
with the completion of the organizational chart.
There are four key elements that affect the organizational design and
they include the following factors outlined below.
Four Key Elements That Affect Organizational Design
1.Company strategy.
2.Company environment.
3.Company technology.
4.Company employees.
Types Of Operations That Affect Organizational Design
Manufacturing
Operations
Service
Operations
Merchandising
Operations
Project Management
And Contractors
What Is The Greiner Curve?
51. Larry E. Greiner developed the Greiner Curve and identified six
important phases of organizational growth that need to be taken into
account by business owners during the process of organizational design
and development as outlined below.
Six Phases Of Organizational Growth
1. Growth through creativity.
2. Growth through direction.
3. Growth through delegation.
4. Growth through coordination.
5. Growth through collaboration.
6. Growth through alliances.
What Is The Leading Process?
52. Leading is the third essential managerial responsibility after planning
and organizing various operational activities within the organization.
The Leading Process can be defined as "the art or process of
influencing people so that they will strive willingly and enthusiastically
toward the achievement of organizational goals."
The leading process entails guiding, conducting, directing, and
motivating subordinates to accomplish specific corporate objectives.
What Is Leadership?
Leadership means knowing what the right thing is, being able and
willing to do the right thing on a continuous basis, and being prepared
to take full responsibility for its outcome.
Leadership is essential for effective management in any successful
organization.
What Is The Difference Between A Manager And A Leader?
•
Managers can be trained and they are usually appointed to
perform specific tasks within the organization.
• Leaders do not require a special appointment. They just take the
initiative and move forward.
53. What Are The Two Types Of Leadership Styles?
Task-Oriented
Leadership Style
Employee-Oriented
Leadership Style
•
Is based on an autocratic
approach.
•
Entails telling subordinates how
to complete of a job in the most
efficient manner.
• Emphasizes the leader's power.
•
Minimizes misdirection of
subordinates.
•
Increases efficiency of the
organizational performance.
•
Is based on a democratic
approach.
•
Entails motivating subordinates
to perform a job in the most
efficient manner.
• Emphasizes the team’s power.
•
Permits subordinates to
participate.
•
Increases employee productivity
and satisfaction.
Four Evolution Stages Related To Leadership Styles
Paul Hersey and Ken Blanchard developed a Situational Leadership
Theory which suggests that there is no single “best” style of leadership
and that leadership style may undergo several evolution stages:
1. “Telling” leadership style. 3. “Participating” leadership style.
2. “Selling” leadership style. 4. “Delegating” leadership style.
54. What Is Communication ?
Communication can be defined as the exchange of verbal and non-
verbal information between two or more individuals.
What Is The Purpose Of Communication?
1. To establish and communicate the organizational objectives.
2. To develop functional plans for their accomplishment.
3. To select, develop, and appraise employees.
4. To lead, motivate, and control the performance of employees.
5. To arrange and to utilize available physical resources in the most
efficient way.
Six Components Of The Communication Process
1. Sender or source. 4. Receiver.
2. Message. 5. Feedback.
3. Channel. 6. Noise.
Four Types Of Communication
1. Vertical downward
communication.
3. Horizontal communication.
2. Vertical upward communication. 4. Diagonal communication.
55. What Is The Controlling Process?
Controlling is the fourth essential managerial responsibility after
planning, organizing, and leading various operational activities within
the organization.
The implementation of the controlling process represents the ultimate
step in converting the company’s plan of management into reality.
What Are The Four Steps In The Controlling Process?
1. Establish the required standards and methods for measuring
performance.
2. Measure the actual performance.
3. Compare the actual performance with the required standards and
measure the variance between them.
4. Take corrective action if there is a variance and repeat the process.
What Are The Three Types Of Management Control?
1. Feed-forward control.
2. Concurrent control.
3. Feedback control.
56. What Is Ethics?
Ethics commonly refers to the rules or principles that define right and
wrong conduct.
What Factors Influence Ethical Behavior?
1. Government regulations.
2. Industry ethical codes.
3. Social pressures.
4. Organizational framework.
5. Company culture.
6. Individual’s characteristics.
Examples Of Common Excuses
1. “It’s not really illegal or immoral”.
2. “Since nobody knows, it’s OK”.
3. "This is not in my personal interests".
4. “This is not in my company’s interests”.
5. “This is in my company’s interests, although I am personally
against it”.
6. "Since my action helps my company, I can do it".
57. What Is A Small Business?
U.S. Small Business Administration (SBA) defines Small Business as
follows:
"Small business is any organization with fewer than 500 employees."
Classification Of Businesses And Companies Based On Size
Micro-
Business
Small
Business
Medium-Sized
Company
Large
Company
One-person
business.
Between one
and 100
employees and
annual sales
about $2
million U.S.
Dollars.
Between 101
and 500
employees
and annual
sales between
$2 million to
$20 million
U.S. Dollars.
Over 500
employees and
annual sales over
$20 million U.S.
Dollars.
About 21.7
Million micro-
businesses in
the U.S.
Small, medium-sized, and large businesses in the
U.S.:
• About 6.2 million businesses with one to 500 paid
employees.
• About 20,000 businesses with over 500 paid
employees.
58. Why Small Businesses Fail?
Every small business owner would like to succeed in business and, if
possible, make a lot of money in the process. Unfortunately however:
About 70% of all small business startups fail after 12 years in business.
There are several reasons why small business owners fail in business.
The main reasons for the small business failure include:
• Lack of business management knowledge and experience.
• Insufficient financial, human, and material resources.
• Inefficient operational performance.
• Poor quality of products and services.
• Poor motivation of employees.
• Competition in the marketplace.
• Challenging economic conditions.
• Family problems.
What Is One Of The Prime Reasons For Business Failure?
The majority of people in business don't have business management
education, while the majority of people with business management
education are not in business!
59. How Can You Succeed In A Small Business?
Your success in business will depend primarily upon your:
• Business management knowledge.
• Business experience.
• Leadership skills.
• Financial resources.
• Will to succeed.
• Ability to deal with other people.
• Patience.
• Perseverance.
• Discipline in getting the job done,
• Readiness for sacrifice to achieve objectives,
• Ability to focus on the final goal.
Attitude
Charles Swindoll said it best:
"The longer I live, the more I realize the impact of attitude on life.
Attitude, to me, is more important than facts. It is more important than
the past, than education, than money, than circumstances, than
failures, than successes, than what others think, or say or do…”.
Please remember, therefore, that attitude plays a paramount role in
achieving results in any company, market, or business situation!
Are You Serious About Your Business Today?