There are typically three levels of management in organizations: top-level managers who set goals for the organization; middle-level managers who carry out top-level goals and set goals for departments; and first-level managers who manage employees on a daily basis. Managers at different levels perform different amounts of planning, organizing, leading, and controlling. They also fill different decisional, interpersonal, and informational roles. Many organizations are flattening hierarchies to allow for faster decision-making and better communication. This results in fewer middle management positions.
Levels of Management
Functions of Top Management
Functions of Middle Management
Functions of Lower Management
Hierarchy of management positions
Management positions from top to bottom
Role of different levels of management in an organisation
There are three levels of management in organizations: top level, middle level, and lower level. The top level includes the board of directors and managing directors who lay down objectives, policies, and strategic plans. The middle level includes departmental managers who execute top-level plans and oversee lower-level managers. The lower level includes supervisors who assign work, train employees, maintain production quality and quantity, and handle worker issues. Each level has distinct but interconnected roles in managing an organization.
The document discusses the different levels of management in organizations. It describes three broad categories: top level/administrative management which includes boards of directors and CEOs and focuses on planning and goals; middle level/executory management including branch and department managers who execute top-level plans; and low level/supervisory management such as supervisors and foremen who directly oversee workers and ensure tasks are completed. Each level has specific roles and responsibilities within the organization.
Vertical management also known as Top-Down management that refers to different levels of management within the organization. Managers at different level in an organization are free to focus on different levels of management, from strategic thinking to operational level.
The document discusses the different levels of management in organizations. It explains that there are typically three levels: top-level management, which is responsible for strategic planning and oversight; middle-level management, which executes organizational plans and coordinates between top management and lower levels; and lower-level management, which focuses on supervising workers and tasks. Each level has distinct roles - top management focuses on goals and policies, middle management on execution and communication, and lower management on supervision and guidance of employees. Proper distinction of roles across levels allows for effective coordination of managerial responsibilities within a business.
Managers assume multiple roles to meet the demands of their functions. Henry Mintzberg identified ten common managerial roles divided into three groups: interpersonal, informational, and decisional. The three interpersonal roles are figurehead, leader, and liaison, which are primarily concerned with interpersonal relationships. The three informational roles are disseminator, spokesperson, and monitor, which are primarily concerned with the information aspects of managerial work. The four decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator, which revolve around making choices.
Principles of Management (MG 6851) Unit i AntBMaro
Topics Covered :
Definition of Management
Science or Art
Manager Vs Entrepreneur
Types of managers managerial roles and skills
Evolution of Management – Scientific, human relations , system and contingency approaches
Types of Business organization - Sole proprietorship, partnership, company-public and private sector enterprises
Organization culture and Environment
Current trends and issues in Management.
Levels of Management
Functions of Top Management
Functions of Middle Management
Functions of Lower Management
Hierarchy of management positions
Management positions from top to bottom
Role of different levels of management in an organisation
There are three levels of management in organizations: top level, middle level, and lower level. The top level includes the board of directors and managing directors who lay down objectives, policies, and strategic plans. The middle level includes departmental managers who execute top-level plans and oversee lower-level managers. The lower level includes supervisors who assign work, train employees, maintain production quality and quantity, and handle worker issues. Each level has distinct but interconnected roles in managing an organization.
The document discusses the different levels of management in organizations. It describes three broad categories: top level/administrative management which includes boards of directors and CEOs and focuses on planning and goals; middle level/executory management including branch and department managers who execute top-level plans; and low level/supervisory management such as supervisors and foremen who directly oversee workers and ensure tasks are completed. Each level has specific roles and responsibilities within the organization.
Vertical management also known as Top-Down management that refers to different levels of management within the organization. Managers at different level in an organization are free to focus on different levels of management, from strategic thinking to operational level.
The document discusses the different levels of management in organizations. It explains that there are typically three levels: top-level management, which is responsible for strategic planning and oversight; middle-level management, which executes organizational plans and coordinates between top management and lower levels; and lower-level management, which focuses on supervising workers and tasks. Each level has distinct roles - top management focuses on goals and policies, middle management on execution and communication, and lower management on supervision and guidance of employees. Proper distinction of roles across levels allows for effective coordination of managerial responsibilities within a business.
Managers assume multiple roles to meet the demands of their functions. Henry Mintzberg identified ten common managerial roles divided into three groups: interpersonal, informational, and decisional. The three interpersonal roles are figurehead, leader, and liaison, which are primarily concerned with interpersonal relationships. The three informational roles are disseminator, spokesperson, and monitor, which are primarily concerned with the information aspects of managerial work. The four decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator, which revolve around making choices.
Principles of Management (MG 6851) Unit i AntBMaro
Topics Covered :
Definition of Management
Science or Art
Manager Vs Entrepreneur
Types of managers managerial roles and skills
Evolution of Management – Scientific, human relations , system and contingency approaches
Types of Business organization - Sole proprietorship, partnership, company-public and private sector enterprises
Organization culture and Environment
Current trends and issues in Management.
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals. The key functions of management include planning activities to achieve goals, organizing human and physical resources, staffing the organization by selecting and training employees, leading and directing employee work, and controlling performance to ensure goals are met. Managers at different levels have varying responsibilities, with top managers setting overall direction, middle managers responsible for at least two levels below, and first-line managers directly supervising employees' work. Effective management requires skills in all of these functions.
The document discusses the levels of management within ITC India Limited. It describes the three levels of management as top level management, middle level management, and lower level management. The top level consists of executives like the CEO and MD who are responsible for planning, policymaking, and appointing other executives. The middle level includes department heads and branch managers who implement policies and coordinate between departments. The lower level includes supervisors who supervise workers and ensure day-to-day operations. The document then provides an overview of ITC India Limited and its various product segments before discussing how the different management levels function within the company.
The document discusses the different levels of management in organizations. It identifies three main levels - top level management which includes executives like the CEO and is responsible for overseeing the entire organization, middle level management which includes department heads and executes organizational plans, and low level management which includes supervisors and is responsible for task implementation. The number of management levels increases with organizational size. Management skills also differ by level and include technical, conceptual, and political skills.
Semester 1 PRINCIPLES OF MANAGEMENT Chapter 2 PLANNINGMAHUA MUKHERJEE
This document discusses planning concepts, the planning process, and types of plans. It defines planning as an analytical process that involves developing alternative courses of action and selecting the best option. The key steps in planning are recognizing the need for action, establishing objectives, building premises, identifying alternatives, evaluating alternatives, and choosing a course of action. Plans can be short-term, intermediate, or long-term and can include policies, programs, projects, budgets, or schedules. Planning allows for control and optimal resource utilization.
Planning is a key management function that involves establishing objectives and strategies for achieving goals. It requires looking ahead to potential opportunities and challenges, and determining the best courses of action. The planning process includes setting objectives, analyzing the environment, identifying alternative strategies, choosing a strategy, developing plans, and monitoring implementation. Planning establishes direction and guides the other management functions of organizing, leading, and controlling. It is essential at all levels of management and in all departments to ensure efficient and effective operations.
The document discusses the different levels of management in organizations. It identifies three levels - top level management, middle level management, and lower level management.
The top level consists of boards of directors, CEOs, and other C-level executives. They are responsible for controlling the entire organization by setting strategic plans and policies. The middle level includes department heads and branch managers who implement plans and monitor performance. The lower level comprises of foremen and supervisors who direct workers and maintain morale.
INTRODUCTION TO MANAGEMENT
PRINCIPLES OF MANAGEMENT
PPT OF THE BOOK
Kathryn M. Bartol,
David C. Martin,
Management (latest edition),
MAIN TOPICS OF THE LECTURE ARE:
Management Theory,
Management Environment,
Managerial Decision Making
The document discusses several approaches to management including systems approach, operational approach, quantitative approach, contingency theory, theory Z, and total quality management. It provides details on each approach. The systems approach views an organization as a system consisting of interconnected subsystems. The operational approach focuses on improving efficiency. The quantitative approach expresses problems mathematically. Contingency theory states there is no universal way to manage and the approach depends on various internal and external factors. Theory Z combines aspects of American and Japanese management styles. Total quality management aims for continuous quality improvement through customer focus and employee involvement.
Controlling is the process of ensuring actual activities match planned activities and involves measuring performance, comparing it to standards, and taking corrective actions when needed. It helps managers monitor the effectiveness of planning, organizing, and leading. Control is a pervasive and dynamic process that is forward-looking, action-oriented, and reviews past activities to facilitate effective supervision, better decision-making, coordination, and decentralization of authority.
managerial levels and skills
what is first level management
management levels explained
levels of business management
level of management
describe three levels of management
managerial level decision making
management levels in an organization
levels of management pdf
3 levels of management pyramid
what are the three levels of management
management levels explained
examples of top level managers
5 levels of corporate management
levels of management titles
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The document discusses key concepts in business management including definitions of management, the functions and importance of management, levels of management, principles of management, planning, organizing, coordination, controlling, and decision making. It provides definitions of management from various authors and outlines the primary functions of management as planning, organizing, directing, coordinating and controlling. It also discusses differences between administration and management.
Management involves coordinating the efforts of people to achieve goals using available resources efficiently. The basic functions of management include planning activities and setting goals, organizing job responsibilities and relationships, staffing roles with appropriate employees, leading and directing employees to complete tasks, and monitoring progress and providing motivation. Effective management balances these functions to coordinate worker efforts.
This document discusses organizing as a function of management. It defines organizing and explains that it involves sub-dividing and grouping activities. Organizing becomes necessary when more than one person works together to achieve common objectives. The document then discusses the nature and purpose of organization, including specialization, orientation towards goals, and continuity. It also outlines the steps in the organizing process and discusses formal and informal organization structures. Finally, it covers different types of organizational structures like bureaucratic, functional, divisional, and matrix structures.
Bureaucracies are characterized by impersonality, where characteristics like race, gender, and ethnicity are irrelevant. Workers are chosen based on their ability to perform job tasks. Bureaucracies also employ specialized jobs and a formal division of labor. Organizational structure involves decisions about work specialization, departmentalization, chains of command, span of control, and the degree of centralization. These elements define how jobs are arranged and how authority flows within an organization.
This document provides an overview of organizational behavior. It defines organizational behavior as the study of human behavior in organizational settings and its interface with organizations. It discusses the importance of organizational behavior in understanding employees and organizations, motivating employees, improving labor relations, predicting and controlling human behavior, and effectively utilizing human resources. It also outlines factors that affect organizational behavior like people, structure, technology, and environment. It describes the objectives and levels of analysis of organizational behavior and provides examples of models of organizational behavior like autocratic, custodial, and collegial models.
This document discusses levels of management, functions of managers, managerial skills, and management styles. It describes top, middle, and supervisory levels of management and compares their responsibilities. The functions of managers are planning, organizing, leading, and controlling. Key managerial skills include conceptual, interpersonal, technical, and decision-making skills. The main management styles discussed are autocratic, democratic, and laissez-faire.
The document discusses various aspects of planning including the nature, purpose, importance, forms, types, and steps involved in the planning process as well as its limitations. It describes planning as an intellectual process that helps managers set goals and make decisions. The key forms of planning discussed are strategic planning which is long-term and done at higher levels, and tactical planning which is short-term and done at lower levels. Important steps in planning include establishing goals, assumptions, alternative courses of action, evaluation and selection of the best course. Limitations include the time and cost of planning as well as difficulties maintaining flexibility.
Roles, responsibilities and functions of a managerIsha Joshi
A manager is responsible for planning, directing, and motivating employees to progress an organization. Key functions of a manager include supervising employees, monitoring work, and taking corrective actions. Managers fulfill informational, interpersonal, and decisional roles. Informational roles involve processing information as a monitor, disseminator, and spokesperson. Interpersonal roles provide leadership, communication, and inspiration. Decisional roles use information to handle disturbances, allocate resources, make entrepreneurial changes, and negotiate on behalf of the organization.
This document discusses key concepts in management. It defines organizations, goals, management, and resources. It explains the four functions of management: planning, organizing, leading, and controlling. It also discusses managerial roles, skills, and challenges. Management involves using organizational resources to achieve goals through the four functions. Managers at different levels focus on different skills. Current challenges include globalization, competition, ethics, diversity, and technology.
The document discusses the three levels of management in an organization: top level management, middle level management, and lower level/supervisory management. It describes the roles and responsibilities at each level. Top level management focuses on planning, coordinating, and controlling overall activities. Middle level management implements plans and oversees departments. Lower level management directly oversees workers and operations.
Guad2D is a two-dimensional hydraulic simulation model designed to analyse freshet waves caused by rain or the gradual or spontaneous destruction of dams and flood walls in large water deposits.
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals. The key functions of management include planning activities to achieve goals, organizing human and physical resources, staffing the organization by selecting and training employees, leading and directing employee work, and controlling performance to ensure goals are met. Managers at different levels have varying responsibilities, with top managers setting overall direction, middle managers responsible for at least two levels below, and first-line managers directly supervising employees' work. Effective management requires skills in all of these functions.
The document discusses the levels of management within ITC India Limited. It describes the three levels of management as top level management, middle level management, and lower level management. The top level consists of executives like the CEO and MD who are responsible for planning, policymaking, and appointing other executives. The middle level includes department heads and branch managers who implement policies and coordinate between departments. The lower level includes supervisors who supervise workers and ensure day-to-day operations. The document then provides an overview of ITC India Limited and its various product segments before discussing how the different management levels function within the company.
The document discusses the different levels of management in organizations. It identifies three main levels - top level management which includes executives like the CEO and is responsible for overseeing the entire organization, middle level management which includes department heads and executes organizational plans, and low level management which includes supervisors and is responsible for task implementation. The number of management levels increases with organizational size. Management skills also differ by level and include technical, conceptual, and political skills.
Semester 1 PRINCIPLES OF MANAGEMENT Chapter 2 PLANNINGMAHUA MUKHERJEE
This document discusses planning concepts, the planning process, and types of plans. It defines planning as an analytical process that involves developing alternative courses of action and selecting the best option. The key steps in planning are recognizing the need for action, establishing objectives, building premises, identifying alternatives, evaluating alternatives, and choosing a course of action. Plans can be short-term, intermediate, or long-term and can include policies, programs, projects, budgets, or schedules. Planning allows for control and optimal resource utilization.
Planning is a key management function that involves establishing objectives and strategies for achieving goals. It requires looking ahead to potential opportunities and challenges, and determining the best courses of action. The planning process includes setting objectives, analyzing the environment, identifying alternative strategies, choosing a strategy, developing plans, and monitoring implementation. Planning establishes direction and guides the other management functions of organizing, leading, and controlling. It is essential at all levels of management and in all departments to ensure efficient and effective operations.
The document discusses the different levels of management in organizations. It identifies three levels - top level management, middle level management, and lower level management.
The top level consists of boards of directors, CEOs, and other C-level executives. They are responsible for controlling the entire organization by setting strategic plans and policies. The middle level includes department heads and branch managers who implement plans and monitor performance. The lower level comprises of foremen and supervisors who direct workers and maintain morale.
INTRODUCTION TO MANAGEMENT
PRINCIPLES OF MANAGEMENT
PPT OF THE BOOK
Kathryn M. Bartol,
David C. Martin,
Management (latest edition),
MAIN TOPICS OF THE LECTURE ARE:
Management Theory,
Management Environment,
Managerial Decision Making
The document discusses several approaches to management including systems approach, operational approach, quantitative approach, contingency theory, theory Z, and total quality management. It provides details on each approach. The systems approach views an organization as a system consisting of interconnected subsystems. The operational approach focuses on improving efficiency. The quantitative approach expresses problems mathematically. Contingency theory states there is no universal way to manage and the approach depends on various internal and external factors. Theory Z combines aspects of American and Japanese management styles. Total quality management aims for continuous quality improvement through customer focus and employee involvement.
Controlling is the process of ensuring actual activities match planned activities and involves measuring performance, comparing it to standards, and taking corrective actions when needed. It helps managers monitor the effectiveness of planning, organizing, and leading. Control is a pervasive and dynamic process that is forward-looking, action-oriented, and reviews past activities to facilitate effective supervision, better decision-making, coordination, and decentralization of authority.
managerial levels and skills
what is first level management
management levels explained
levels of business management
level of management
describe three levels of management
managerial level decision making
management levels in an organization
levels of management pdf
3 levels of management pyramid
what are the three levels of management
management levels explained
examples of top level managers
5 levels of corporate management
levels of management titles
middle level management
The document discusses key concepts in business management including definitions of management, the functions and importance of management, levels of management, principles of management, planning, organizing, coordination, controlling, and decision making. It provides definitions of management from various authors and outlines the primary functions of management as planning, organizing, directing, coordinating and controlling. It also discusses differences between administration and management.
Management involves coordinating the efforts of people to achieve goals using available resources efficiently. The basic functions of management include planning activities and setting goals, organizing job responsibilities and relationships, staffing roles with appropriate employees, leading and directing employees to complete tasks, and monitoring progress and providing motivation. Effective management balances these functions to coordinate worker efforts.
This document discusses organizing as a function of management. It defines organizing and explains that it involves sub-dividing and grouping activities. Organizing becomes necessary when more than one person works together to achieve common objectives. The document then discusses the nature and purpose of organization, including specialization, orientation towards goals, and continuity. It also outlines the steps in the organizing process and discusses formal and informal organization structures. Finally, it covers different types of organizational structures like bureaucratic, functional, divisional, and matrix structures.
Bureaucracies are characterized by impersonality, where characteristics like race, gender, and ethnicity are irrelevant. Workers are chosen based on their ability to perform job tasks. Bureaucracies also employ specialized jobs and a formal division of labor. Organizational structure involves decisions about work specialization, departmentalization, chains of command, span of control, and the degree of centralization. These elements define how jobs are arranged and how authority flows within an organization.
This document provides an overview of organizational behavior. It defines organizational behavior as the study of human behavior in organizational settings and its interface with organizations. It discusses the importance of organizational behavior in understanding employees and organizations, motivating employees, improving labor relations, predicting and controlling human behavior, and effectively utilizing human resources. It also outlines factors that affect organizational behavior like people, structure, technology, and environment. It describes the objectives and levels of analysis of organizational behavior and provides examples of models of organizational behavior like autocratic, custodial, and collegial models.
This document discusses levels of management, functions of managers, managerial skills, and management styles. It describes top, middle, and supervisory levels of management and compares their responsibilities. The functions of managers are planning, organizing, leading, and controlling. Key managerial skills include conceptual, interpersonal, technical, and decision-making skills. The main management styles discussed are autocratic, democratic, and laissez-faire.
The document discusses various aspects of planning including the nature, purpose, importance, forms, types, and steps involved in the planning process as well as its limitations. It describes planning as an intellectual process that helps managers set goals and make decisions. The key forms of planning discussed are strategic planning which is long-term and done at higher levels, and tactical planning which is short-term and done at lower levels. Important steps in planning include establishing goals, assumptions, alternative courses of action, evaluation and selection of the best course. Limitations include the time and cost of planning as well as difficulties maintaining flexibility.
Roles, responsibilities and functions of a managerIsha Joshi
A manager is responsible for planning, directing, and motivating employees to progress an organization. Key functions of a manager include supervising employees, monitoring work, and taking corrective actions. Managers fulfill informational, interpersonal, and decisional roles. Informational roles involve processing information as a monitor, disseminator, and spokesperson. Interpersonal roles provide leadership, communication, and inspiration. Decisional roles use information to handle disturbances, allocate resources, make entrepreneurial changes, and negotiate on behalf of the organization.
This document discusses key concepts in management. It defines organizations, goals, management, and resources. It explains the four functions of management: planning, organizing, leading, and controlling. It also discusses managerial roles, skills, and challenges. Management involves using organizational resources to achieve goals through the four functions. Managers at different levels focus on different skills. Current challenges include globalization, competition, ethics, diversity, and technology.
The document discusses the three levels of management in an organization: top level management, middle level management, and lower level/supervisory management. It describes the roles and responsibilities at each level. Top level management focuses on planning, coordinating, and controlling overall activities. Middle level management implements plans and oversees departments. Lower level management directly oversees workers and operations.
Guad2D is a two-dimensional hydraulic simulation model designed to analyse freshet waves caused by rain or the gradual or spontaneous destruction of dams and flood walls in large water deposits.
Management plays a vital role in achieving organizational goals and national development. Effective management is needed for any organization, whether large or small, profitable or non-profitable, to accomplish its predetermined objectives. Management helps organizations maximize the use of available resources, minimize production costs, and face cutthroat competition. It also enables the development of people by creating new opportunities for investment, income, employment and business. Overall, management is essential for the success and growth of any organization or business.
This document discusses the key functions of management. It describes management as a social, continuous, universal, and interrelated process. The main functions of management are identified as planning, organizing, staffing, directing, coordinating, and controlling. Planning involves setting objectives and developing strategies to achieve goals. Organizing requires grouping and assigning work, and delegating authority and responsibility. Staffing deals with acquiring and maintaining qualified human resources. Directing functions include leadership, communication, motivation, and supervision of employees. Coordinating arranges collective efforts to achieve unity of action. Controlling monitors performance and ensures plans are followed, making corrections if needed.
1) The Reserve Bank of India (RBI) is India's central bank. It was established in 1935 and nationalized in 1949. RBI performs traditional central banking functions like issuing currency, acting as a banker to the government and banks, and maintaining foreign exchange reserves.
2) RBI also regulates the banking system through tools like the cash reserve ratio (CRR), which requires banks to hold a portion of deposits with RBI, the repo rate at which banks borrow from RBI, and the reverse repo rate at which RBI borrows from banks.
3) Other RBI functions include acting as a lender of last resort, controlling credit in the economy, collecting and publishing banking data, and
Management is considered a profession for several reasons:
- It consists of specialized knowledge that is learned through formal training methods.
- Management work involves fees or charges for services provided.
- The field has a code of conduct and representative organizations that help define it as a distinct body of expertise.
This document provides an overview of management, including its definition, nature, objectives, importance, and levels. Management is defined as the process of planning, organizing, staffing, directing and controlling human efforts to achieve goals. It is a group activity that is goal-oriented, universal, and needed at all levels of an organization. The objectives of management include organizational objectives, social objectives, and individual objectives. Management is important as it allows for proper utilization of resources, growth, quality, risk minimization, innovation, and profits. Management occurs at three levels: top, middle, and low.
A complex number is a number that can be expressed in the form a + bi, where a and b are real numbers and i is the imaginary unit, satisfying the equation i2 = −1.[1] In this expression, a is the real part and b is the imaginary part of the complex number. If {\displaystyle z=a+bi} {\displaystyle z=a+bi}, then {\displaystyle \Re z=a,\quad \Im z=b.} {\displaystyle \Re z=a,\quad \Im z=b.}
Complex numbers extend the concept of the one-dimensional number line to the two-dimensional complex plane by using the horizontal axis for the real part and the vertical axis for the imaginary part. The complex number a + bi can be identified with the point (a, b) in the complex plane. A complex number whose real part is zero is said to be purely imaginary, whereas a complex number whose imaginary part is zero is a real number. In this way, the complex numbers are a field extension of the ordinary real numbers, in order to solve problems that cannot be solved with real numbers alone.
This document discusses functions of a complex variable. It introduces complex numbers and their representations. It covers topics like complex differentiation using Cauchy-Riemann equations, analytic functions, Cauchy's integral theorem, and contour integrals. Functions of a complex variable provide tools for physics concepts involving complex quantities like wavefunctions. Cauchy's integral theorem states that the contour integral of an analytic function over a closed path is zero.
There are three levels of management in an organization: top level management, middle level management, and lower level management. Top level management determines objectives and policies, assembles resources, and controls work performance. Middle level management interprets policies, appoints employees, and issues instructions. Lower level management submits workers' grievances, ensures proper working environment and safety, and helps middle level management. The functions of management include planning, organizing, staffing, directing, and controlling.
This document discusses management as a profession. It outlines the key characteristics of a profession including the existence of specialized knowledge, acquisition of knowledge through education and training, membership in professional associations, adherence to ethical codes, and a service motive. The document also categorizes management into different classifications and discusses the increasing professionalization of management in India. It contrasts traditionally managed family businesses with professionally managed companies in both the private and public sectors that apply modern management techniques. Reasons for the adoption of professional management in India include international impacts, the need for professionalization in certain sectors, and an increased emphasis on management education through institutions like IIMs.
Management involves getting work done through others efficiently and effectively. It can be defined as planning, organizing, coordinating, and controlling organizational resources, as outlined by thinkers like Taylor, Fayol and Drucker. Management is both an art that requires practical and people skills for getting results, as well as a science that develops general principles and theories from empirical observation and testing to achieve goals across contexts.
The document outlines the different levels of management in a business organization, including top executives who are responsible for overall direction, mid-management specialists responsible for specific business parts, supervisors as the first level of management overseeing routine employee work, and non-managerial employees who serve as leaders.
1. This document describes various types of ideal fluid flow, including uniform flow, source/sink flow, vortex flow, and combinations of different flows.
2. Special cases of flow geometry allow the stream function ψ to be related to the distance n along a path between streamlines by ψ = wn. Examples include uniform flow in the x-direction and uniform flow from a line source.
3. Combining different flow types allows modeling of more complex scenarios. A doublet represents a close source-sink pair, and combining it with uniform flow models flow around a cylinder.
This document discusses various numerical integration techniques including Newton-Cotes formulas, the trapezoidal rule, Simpson's rules, integration with unequal segments, open integration formulas, integration of equations, and Romberg integration. The key Newton-Cotes formulas covered are the trapezoidal rule, Simpson's 1/3 rule, and Simpson's 3/8 rule. The document provides examples of applying these formulas to numerically evaluate definite integrals and calculates the associated errors. It also discusses using Richardson extrapolation, known as Romberg integration, to iteratively improve the accuracy of numerical integration compared to the standard Newton-Cotes formulas.
This document discusses different mathematical concepts including Laplace transforms, Fourier series, and their applications. It defines Laplace transforms as a linear operator that transforms a function of time into a function of complex variables. Laplace transforms can be used to solve differential equations by converting them into algebraic equations. Fourier series represent periodic functions as the sum of simple sine and cosine terms. Both Laplace transforms and Fourier series have applications in electrical engineering for analyzing circuits, signals, and systems. Overall, the document outlines important mathematical concepts and their uses in engineering problems.
Financial management - its importance and objectivesRobert Smith
This Presentation gives us information about Financial Management. It gives us details about importance and objectives of Financial Management. Financial Management is all about obtaining funds and how to use that fund.
There are typically three levels of management in organizations: top-level managers who set goals for the organization; middle-level managers who carry out top-level goals and set objectives for departments; and first-level managers who supervise operational activities on a daily basis. Management levels form a hierarchy with fewer managers at higher levels. Top-level managers like CEOs and presidents are responsible for overall performance and strategic direction. Middle managers implement top-level goals and provide feedback, overseeing locations or divisions. They may aspire to top positions.
This document discusses the three levels of management in most organizations: top-level management, middle-level management, and lower-level management. Top-level management such as the board of directors and CEO are responsible for controlling the entire organization, setting strategic plans and policies, and overseeing resources. Middle-level management like department managers execute plans, communicate between levels, and guide lower managers. Lower-level management such as supervisors and foremen directly oversee non-managerial staff and focus on motivating and controlling subordinates. While each level performs the main management functions, top managers focus more on planning and organizing, middle managers on management and control, and lower managers on motivation and control.
Here are the top mistakes managers make according to the document:
1. Being insensitive to others and using an abrasive, intimidating or bullying management style.
2. Being cold, aloof and arrogant.
3. Betraying the trust of their team.
4. Being overly ambitious and thinking more about their next job or playing office politics rather than their current role.
5. Having specific performance problems in running the business.
6. Over-managing and being unable to delegate or build an effective team.
7. Being unable to staff the team effectively.
8. Being unable to think strategically.
9. Being unable to adapt their management style to a
This document discusses airline management and organizational structure. It begins by explaining that management involves planning, organizing, staffing, directing, and controlling to achieve organizational goals. It then contrasts the simpler management processes of early major airlines versus today's large carriers that employ tens of thousands. The levels of management within an organization are also outlined, including top management that establishes policies, middle management that develops operational plans, and operating management that implements those plans. General managers are discussed as coordinating diverse departments. Finally, the document notes that larger organizations typically have more levels of management in their hierarchies.
This document discusses airline management and organizational structure. It begins by explaining that management involves planning, organizing, staffing, directing, and controlling to achieve organizational goals. It then contrasts the simpler management processes of early major airlines versus today's large carriers that employ tens of thousands. The levels of management within an organization are also outlined, including top management that establishes policies, middle management that develops operational plans, and operating management that implements those plans. General managers are discussed as coordinating diverse departments. Finally, the document notes that larger organizations typically have more levels of management in their hierarchies.
The roles and responsibilities of managers vary depending on factors like their industry, company culture, and level within the organization. Generally, managers plan projects, organize resources, lead employees by motivating and communicating with them, and ensure goals are met through controlling and corrective actions. Successful managers draw on an array of skills including technical proficiency, strong interpersonal skills to build relationships, and conceptual skills to strategize and solve problems.
Management in businesses and organizations is the function that coordinates the efforts of people to accomplish goals and objectives by using available resources efficiently and effectively. Management includes planning, organizing, staffing, leading or directing, and controlling organization to accomplish the goal or target. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.
There are typically three levels of management in an organization: senior management, middle management, and operational management. Senior management establishes goals and strategies and oversees resources, middle management implements senior management's strategies and ensures efficiency and effectiveness, and operational management supervises non-managerial employees and guides their daily tasks and production. Each level of management is important for achieving organizational objectives through their distinct responsibilities in planning, organizing, and overseeing the work of the organization.
There are three levels of management in organizational hierarchies: top-level managers, middle-level managers, and lower-level managers. Top-level managers such as CEOs and presidents develop goals, strategies, and policies and oversee the entire organization. Middle-level managers execute plans, communicate between top and lower management, and inspire lower managers. Lower-level managers such as supervisors focus on controlling tasks, guiding employees, and ensuring production quality and quantity. Each level plays an important role in managing the organization and achieving its goals.
There are three levels of management in organizational hierarchies: top-level managers, middle-level managers, and lower-level managers. Top-level managers such as CEOs and presidents oversee the entire organization, develop goals and strategies, and mobilize resources. Middle managers execute plans, communicate between top and lower management, and inspire lower managers. Lower-level managers such as supervisors focus on controlling tasks, guiding employees, and ensuring production quality and quantity. Each level plays an important role in managing the organization and achieving its goals.
This document provides an overview of management and organization. It defines management as achieving organizational objectives through people and resources. The key functions of management are identified as planning, organizing, staffing, communicating, motivating, leading, and controlling. Managers direct individuals to pursue organizational goals by assuming interpersonal, informational, and decisional roles. An organization is a collection of people working together to achieve a common purpose and is the means by which objectives are achieved.
The document discusses three key roles of a manager according to Henry Mintzberg: interpersonal, informational, and decisional.
The interpersonal role involves figurehead, leader, and liaison duties in interacting with internal and external individuals. The informational role covers monitoring, disseminating, and representing the organization as a spokesperson.
The decisional role requires managers to take on entrepreneur, conflict handler, resource allocator, and negotiator responsibilities. Managers must make daily decisions that impact the organization.
The document discusses the roles and responsibilities of managers at different levels in an organization. It identifies 17 common managerial roles grouped under the four main functions of management: planning, organizing, leading, and controlling. Some of the key roles discussed include strategic planner, motivator and coach, monitor, resource allocator, and team builder. The document also explains that management involves technical, interpersonal, conceptual, diagnostic, and political skills. Overall, the summary provides an overview of management functions, roles, and skills from a theoretical perspective.
The document discusses the three levels of management in organizations. The top level of management, consisting of the board of directors and CEO, determines objectives, policies, and plans. The middle level of management interprets programs, organizes departments, and coordinates activities. The lower level of management, including supervisors, oversees workers and ensures work is carried out properly. Each level of management performs different but important functions for organizational success.
This document provides an overview of managerial roles and skills. It discusses the challenges managers face, including global competition, quality, productivity, and risk management. An integrative framework is presented that balances internal/external focuses and efficiency/flexibility. Managerial roles fall under three categories: formal authority, interpersonal relationships, and decision making. Essential skills include technical, human, and conceptual abilities. Managerial knowledge encompasses facts, procedures, and processes. Experience and education are important for developing skills and knowledge.
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals effectively and efficiently. The document outlines the traditional management functions and describes the types of managers (strategic, tactical, operational), skills required of managers (technical, interpersonal, conceptual), and levels of management (first-line, middle, top). Good managers focus on both effectiveness, doing the right things, and efficiency, doing things right, to accomplish organizational objectives with minimum waste of resources.
Marketing affects customer value by understanding what customers value through measuring Customer Value Added and focusing on improving the most important aspects for customers. Strategic planning is carried out at different levels of an organization. Top-level managers set organizational goals and direction, middle managers carry out goals and motivate lower managers, and lower managers directly manage employees on a daily basis. A marketing plan includes researching the market and customers, developing product and pricing strategies, setting goals and budgets, and monitoring results.
Marketing affects customer value by understanding what customers value through measuring Customer Value Added and focusing on improving those important aspects for customers. Strategic planning is carried out at different management levels within an organization. Top-level managers are executives who set organizational goals, middle managers carry out those goals and motivate other managers, and lower-level managers directly manage employees on a daily basis. A marketing plan includes researching the market and customers, developing marketing strategies and goals, and monitoring results.
The document discusses the different levels of management in organizations. It identifies three main levels: top management, middle management, and lower/supervisory management.
Top management includes the board of directors and CEO/managing director. They establish goals, policies, and strategic plans for the organization. Middle management heads functional departments and executes plans, coordinates between departments, and reports to top management. Lower management directly supervises workers, plans work, provides training and guidance, and communicates issues to higher levels. Levels of management allow for effective supervision as organizations expand in size and complexity.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
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Capgemini’s Digital Transformation Framework
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Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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3. Managers are organizational members who are responsible for the
work performance of other organizational members. Managers
have formal authority to use organizational resources and to make
decisions. In organizations, there are typically three levels of
management: top-level, middle-level, and first-level. These three
main levels of managers form a hierarchy, in which they are ranked
in order of importance. In most organizations, the number of
managers at each level is such that the hierarchy resembles a
pyramid , with many more first-level managers, fewer middle
managers, and the fewest managers at the top level. Each of these
management levels is described below in terms of their possible job
titles and their primary responsibilities and the paths taken to hold
these positions. Additionally, there are differences across the
management levels as to what types of management tasks each
does and the roles that they take in their jobs. Finally, there are a
number of changes that are occurring in many organizations that
are changing the management hierarchies in them, such as the
increasing use of teams, the prevalence of outsourcing, and the
flattening of organizational structures. 3
5. Top-level managers, or top managers, are also called senior
management or executives. These individuals are at the top one or two
levels in an organization, and hold titles such as: Chief Executive
Officer (CEO), Chief Financial Officer (CFO), Chief Operational Officer
(COO), Chief Information Officer (CIO), Chairperson of the Board,
President, Vice president, Corporate head.
Often, a set of these managers will constitute the top management
team, which is composed of the CEO, the COO, and other department
heads. Top-level managers make decisions affecting the entirety of the
firm. Top managers do not direct the day-to-day activities of the firm;
rather, they set goals for the organization and direct the company to
achieve them. Top managers are ultimately responsible for the
performance of the organization, and often, these managers have very
visible jobs.
5
6. Top managers in most organizations have a great deal of
managerial experience and have moved up through the ranks of
management within the company or in another firm. An exception
to this is a top manager who is also an entrepreneur; such an
individual may start a small company and manage it until it grows
enough to support several levels of management. Many top
managers possess an advanced degree, such as a Masters in
Business Administration, but such a degree is not required.
Some CEOs are hired in from other top management positions in
other companies. Conversely, they may be promoted from within
and groomed for top management with management
development activities, coaching, and mentoring. They may be
tagged for promotion through succession planning, which
identifies high potential managers.
6
7. Middle-level managers, or middle managers, are those in
the levels below top managers. Middle managers' job titles
include: General manager, Plant manager, Regional
manager, and Divisional manager.
Middle-level managers are responsible for carrying out the
goals set by top management. They do so by setting goals
for their departments and other business units. Middle
managers can motivate and assist first-line managers to
achieve business objectives. Middle managers may also
communicate upward, by offering suggestions and
feedback to top managers. Because middle managers are
more involved in the day-to-day workings of a company,
they may provide valuable information to top managers to
help improve the organization's bottom line.
7
8. Jobs in middle management vary widely in terms of
responsibility and salary. Depending on the size of the
company and the number of middle-level managers in the firm,
middle managers may supervise only a small group of
employees, or they may manage very large groups, such as
an entire business location. Middle managers may be
employees who were promoted from first-level manager
positions within the organization, or they may have been hired
from outside the firm. Some middle managers may have
aspirations to hold positions in top management in the future.
8
9. First-level managers are also called first-line managers or
supervisors. These managers have job titles such as: Office
manager, Shift supervisor, Department manager, Foreperson,
Crew leader, Store manager.
First-line managers are responsible for the daily management
of line workers he employees who actually produce the
product or offer the service. There are first-line managers in
every work unit in the organization. Although first-level
managers typically do not set goals for the organization, they
have a very strong influence on the company. These are the
managers that most employees interact with on a daily basis,
and if the managers perform poorly, employees may also
perform poorly, may lack motivation, or may leave the
company.
9
10. In the past, most first-line managers were employees who were
promoted from line positions (such as production or clerical jobs).
Rarely did these employees have formal education beyond the
high school level. However, many first-line managers are now
graduates of a trade school, or have a two-year associates or a
four-year bachelor's degree from college.
10
11. MANAGEMENT LEVELS AND THE FOUR MANAGERIAL
FUNCTIONS
Managers at different levels of the organization engage in
different amounts of time on the four managerial functions of
planning, organizing, leading, and controlling.
Planning is choosing appropriate organizational goals and the
correct directions to achieve those goals. Organizing involves
determining the tasks and the relationships that allow employees
to work together to achieve the planned goals. With leading,
managers motivate and coordinate employees to work together to
achieve organizational goals. When controlling, managers monitor
and measure the degree to which the organization has reached
its goals.
11
12. top managers do considerably more planning, organizing, and
controlling than do managers at any other level. However, they do much
less leading. Most of the leading is done by first-line managers. The
amount of planning, organizing, and controlling decreases down the
hierarchy of management; leading increases as you move down the
hierarchy of management.
12
13. 1: DECISIONAL ROLES
Decisional roles require managers to plan strategy and
utilize resources. There are four specific roles that are
decisional. The entrepreneur role requires the
manager to assign resources to develop innovative
goods and services, or to expand a business. Most of
these roles will be held by top-level managers,
although middle managers may be given some ability
to make such decisions. The disturbance handler
corrects unanticipated problems facing the
organization from the internal or external environment.
Managers at all levels may take this role.
MANAGEMENT ROLES :-
In addition to the broad categories of management functions, managers in different
levels of the hierarchy fill different managerial roles. These roles were categorized by
researcher Henry Mint berg, and they can be grouped into three major types:
decisional, interpersonal, and informational.
13
14. For example, first-line managers may correct a problem halting the
assembly line or a middle level manager may attempt to address the
aftermath of a store robbery. Top managers are more likely to deal with
major crises, such as requiring a recall of defective products. The third
decisional role, that of resource allocator, involves determining which
work units will get which resources. Top managers are likely to make
large, overall budget decisions, while middle mangers may make more
specific allocations. In some organizations, supervisory managers are
responsible for determine allocation of salary raises to employees.
Finally, the negotiator works with others, such as suppliers, distributors,
or labor unions, to reach agreements regarding products and services.
First-level managers may negotiate with employees on issues of salary
increases or overtime hours, or they may work with other supervisory
managers when needed resources must be shared. Middle managers
also negotiate with other managers and are likely to work to secure
preferred prices from suppliers and distributors. Top managers negotiate
on larger issues, such as labor contracts, or even on mergers and
acquisitions of other companies.
14
15. Interpersonal roles require managers to direct and supervise employees
and the organization. The figurehead is typically a top of middle manager.
This manager may communicate future organizational goals or ethical
guidelines to employees at company meetings. A leader acts as an
example for other employees to follow, gives commands and directions
to subordinates, makes decisions, and mobilizes employee support.
Managers must be leaders at all levels of the organization; often lower-
level managers look to top management for this leadership example. In
the role of liaison, a manger must coordinate the work of others in
different work units, establish alliances between others, and work to
share resources. This role is particularly critical for middle managers,
who must often compete with other managers for important resources,
yet must maintain successful working relationships with them for long
time periods.
15
16. Managers at each level disseminate information
to those below them, and much information of
this nature trickles from the top down. Finally, a
spokesperson communicates with the external
environment, from advertising the company's
goods and services, to informing the community
about the direction of the organization. The
spokesperson for major announcements, such as
a change in strategic direction, is likely to be a
top manager. But, other, more routine
information may be provided by a manager at
any level of a company. For example, a middle
manager may give a press release to a local
newspaper, or a supervisor manager may give a
presentation at a community meeting.
16
17. MANAGEMENT SKILLS
1: TECHNICAL SKILLS :-
Technical skill involves understanding and demonstrating
proficiency in a particular workplace activity. Technical skills
are things such as using a computer word processing
program, creating a budget, operating a piece of machinery,
or preparing a presentation. The technical skills used will
differ in each level of management. First-level managers may
engage in the actual operations of the organization; they need
to have an understanding of how production and service
occur in the organization in order to direct and evaluate line
employees. Additionally, first-line managers need skill in
scheduling workers and preparing budgets. Middle managers
use more technical skills related to planning and organizing,
and top managers need to have skill to understand the
complex financial workings of the organization
17
18. 2: CONCEPTUAL SKILLS
Conceptual skill is a manager's ability to see the organization as a
whole, as a complete entity. It involves understanding how
organizational units work together and how the organization fits
into its competitive environment. Conceptual skill is crucial for top
managers, whose ability to see "the big picture" can have major
repercussions on the success of the business.
However, conceptual skill is still necessary for middle and
supervisory managers, who must use this skill to envision, for
example, how work units and teams are best organized.
18
19. 3: POLITICAL SKILLS
Political skill involves obtaining power and preventing other
employees from taking away one's power. Managers use
power to achieve organizational objectives, and this skill can
often reach goals with less effort than others who lack political
skill. Much like the other skills described, political skill cannot
stand alone as a manager's skill; in particular, though, using
political skill without appropriate levels of other skills can lead
to promoting a manager's own career rather than reaching
organizational goals. Managers at all levels require political
skill; managers must avoid others taking control that they
should have in their work positions. Top managers may find
that they need higher levels of political skill in order to
successfully operate in their environments. Interacting with
competitors, suppliers, customers, shareholders, government,
and the public may require political skill.
19
21. BASIS OF DIFFERENCE TALL ORGANISATION FLAT ORGANISATION
1. Meaning if the span of control is narrow,
then there will be many
management levels. That is, there
will be many managers.
If the span of control is wide,
then there will be fewer
management levels. That is,
there will be fewer managers.
2.Discipline Good discipline can be maintained
because there are few
subordinates.
The possibility of indiscipline
exists because there are many
subordinates.
3. Cost Tall Organisation Structure is costly
because it has many managers.
Flat Organisation Structure is
less costly because it has less
managers.
4. Decision Making In Tall Organisation Structure,
Decision making is slow because
there are many levels of
management.
In Flat Organisation Structure,
Decision making is quick
because there are few levels
of management.
5. Communication In Tall Organisation,
communication may be distorted
and delayed because there are
many levels of management.
In Flat Organisation,
communication will not be
distorted and delayed because
there are few levels of
management. 21
22. Many organizational structures are now more flat
than they were in previous decades. This is due to a
number of factors. Many organizations want to be
more flexible and increasingly responsive to complex
environments. By becoming flatter, many
organizations also become less centralized.
Centralized organizational structures have most of
the decisions and responsibility at the top of the
organization, while decentralized organizations allow
decision-making and authority at lower levels of the
organization. Flat organizations that make use of
decentralization are often more able to efficiently
respond to customer needs and the changing
competitive environment. 22
23. As organizations move to flatter structures, the ranks
of middle-level managers are diminishing. This
means that there a fewer opportunities for promotion
for first-level managers, but this also means that
employees at all levels are likely to have more
autonomy in their jobs, as flatter organizations
promote decentralization. When organizations move
from taller to flatter hierarchies, this may mean that
middle managers lose their jobs, and are either laid
off from the organization, or are demoted to lower-
level management positions. This creates a surplus
of labor of middle level managers, who may find
themselves with fewer job opportunities at the same
level.
23
24. Finally, I conclude that There are three major
levels of management: top-level, middle-level, and
first-level. Managers at each of these levels have
different responsibilities and different functions.
Additionally, managers perform different roles
within those managerial functions. Finally, many
organizational hierarchies are changing, due to
changes to organizational structures due to the
increasing use of teams, the flattening of
organizations, and outsourcing.
24