This presentation focuses on the primary responsibilities of a manager.Emphasis is on knowledge and understanding for the following:
1. Levels of management
2. Management roles
3. Management skills
This presentation focuses on the primary responsibilities of a manager.Emphasis is on knowledge and understanding for the following:
1. Levels of management
2. Management roles
3. Management skills
Introduction to Management - Meaning, Nature, Scope, Levels of ManagementSumit Sharaf
Introduction & Definition of Management
Components of Management
Features of Management
Functions of Management
Level of Management
Management and Administration
Management as Profession
Significance of Management from the point of view of Modern Business Operations.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
Introduction to Management - Meaning, Nature, Scope, Levels of ManagementSumit Sharaf
Introduction & Definition of Management
Components of Management
Features of Management
Functions of Management
Level of Management
Management and Administration
Management as Profession
Significance of Management from the point of view of Modern Business Operations.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...
Introduction to Management and Organizations
1. Management
INTRODUCTION
Chapter
TO MANAGEMENT
1 AND
Presented by: Elbert M. Areja
ORGANIZATIONS
Masters in Management
February 22, 2012
1–1
2. LEARNING OUTCOMES
THE OUTLINE OF THIS REPORT
1.1 Who Are Managers?
• Explain how managers differ from non-
managerial employees.
• Describe how to classify managers in
organizations.
1.2 What Is Management?
• Define management.
• Explain why efficiency and effectiveness are
important to management.
1–2
3. LEARNING OUTCOMES
1.3 What Do Managers Do?
• Describe the four functions of management.
• Explain Mintzberg’s managerial roles.
• Describe Katz’s three essential managerial skills
and how the importance of these skills changes
depending on managerial level.
• Discuss the changes that are impacting
manager’s jobs.
• Explain why customer service and innovation are
important to the manager’s job.
1–3
4. LEARNING OUTCOMES
1.4 What Is An Organization?
• Explain the characteristics of an organization.
• Describe how today’s organizations are
structured.
1.5 Why Study Management?
• Discuss why it’s important to understand
management.
• Explain the universality of management concept.
• Describe the rewards and challenges of being a
manager.
1–4
5. WHO ARE MANAGERS?
Manager
Someone who coordinates and oversees the
work of other people so that organizational
goals can be accomplished.
1–5
6. CLASSIFYING MANAGERS
First-line Managers
Individuals who manage the work of non-managerial
employees.
Middle Managers
Individuals who manage the work of first-line
managers.
Top Managers
Individuals who are responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization.
1–6
8. WOMEN IN MANAGERIAL POSITIONS AROUND
THE WORLD
Women in Women in Top
Management Manager’s Job
Australia 41.9 percent 3.0 percent
Canada 36.3 percent 4.2 percent
Germany 35.6 percent N/A
Japan 10.1 percent N/A
Philippines 57.8 percent N/A
United States 50.6 percent 2.6 percent
1–8
9. WHAT IS MANAGEMENT?
Management involves coordinating and
overseeing the work activities of others so
that their activities are completed
efficiently and effectively.
1–9
10. MANAGEMENT: DEFINITION
Acc to Harold Koontz: Management is the art
of getting things done through & with an formally
organized group
Acc to Henry Fayol: To manage is to forecast
& plan, to organize, to compound, to co-ordinate
and to control
PODSCORB:
-
Planning, Organizing, Directing, Staffing, Co
ntrolling, Co-ordinating, Reporting &
Budgeting
11. HENRY FAYOL (1841-1925)
Was a french industrialist
Given :
Elements of Management-
Planning, Organizing, Commanding, Co-
ordination & Control
Qualities of Manager:
Physical, Mental, Moral, General
Education, Special Knowledge & Experience
Principles of Management
12. PRINCIPLES OF MANAGEMENT
Division of work
Authority & responsibilty
Discipline
Unity of command
Unity of direction
Subordinate of individual interest to group
interest
Remuneration of personnel
Centralization
Scalar Chain
13. PRINCIPLES OF MANAGEMENT
Order
Equity
Stability of tenure of personnel
Initiative
Espirit De Corps
14. FEATURES OF MANAGEMENT
Art as well as Science
Management is an activity
Management is a continuous process
Management achieving pre-determined
objectives
Organized activities
Management is a factor of production
Management as a system
Management is a discipline
15. FEATURES OF MANAGEMENT
Management is a distinct entity
Management aims at maximising profit
Management is a purposeful activity
Management is a profession
Universal application
Management is getting things done
Management is needed at all levels
16. WHAT IS MANAGEMENT?
Managerial Concerns
Efficiency
“Doing things right”
Getting the most output
for the least inputs
Effectiveness
“Doing the right things”
Attaining
organizational goals
1–16
18. WHAT MANAGERS DO?
Three Approaches to Defining What
Managers Do.
Functions they perform.
Roles they play.
Skills they need.
1–18
19. WHAT MANAGERS DO?
Functions Manager’s Perform
Planning
Defining goals, establishing strategies to achieve
goals, developing plans to integrate and coordinate
activities.
Organizing
Arrangingand structuring work to accomplish
organizational goals.
Leading
Working with and through people to accomplish goals.
Controlling
Monitoring, comparing, and correcting work.
1–19
22. DISTRIBUTION OF TIME PER ACTIVITY BY
ORGANIZATIONAL LEVEL
Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll,
“The Job(s) of Management,” Industrial Relations 4, No.2 (1965), p.103.
23. WHAT MANAGERS DO?
Roles Manager’s Play
Roles are specific actions or behaviors
expected of a manager.
Mintzberg identified 10 roles grouped around
interpersonal relationships, the transfer of
information, and decision making.
1–23
27. WHAT MANAGERS DO?
Skills Managers Need
Technical skills
Knowledge and proficiency in a specific field
Human skills
The ability to work well with other people
Conceptual skills
The ability to think and conceptualize about abstract
and complex situations concerning the organization
1–27
29. CONCEPTUAL SKILLS
• Ability to use information to solve business
problems
• Identification of opportunities for innovation
• Recognition of problem areas and
implementation of solutions
• Selection of critical information from masses of
data
• Understanding of business uses of technology
• Understanding of organization’s business model
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
1–29
30. COMMUNICATION SKILLS
• Ability to transform ideas into words and actions
• Credibility among colleagues, peers, and
subordinates
• Listening and asking questions
• Presentation skills; spoken format
• Presentation skills; written and/or graphic
formats
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
1–30
31. EFFECTIVENESS SKILLS
• Contributing to corporate mission/departmental
objectives
• Customer focus
• Multitasking: working at multiple tasks in parallel
• Negotiating skills
• Project management
• Reviewing operations and implementing
improvements
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
1–31
32. INTERPERSONAL SKILLS
• Coaching and mentoring skills
• Diversity skills: working with diverse people and
cultures
• Networking within the organization
• Networking outside the organization
• Working in teams; cooperation and commitment
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.amanet.org), October 30, 2002.
1–32
34. HOW THE MANAGER’S JOB IS
CHANGING
The Increasing Importance of Customers
Customers: the reason that organizations
exist
Managing customer relationships is the
responsibility of all managers and employees.
Consistent high quality customer service is
essential for survival.
Innovation
Doing things differently, exploring new
territory, and taking risks
Managers should encourage employees to be
aware of and act on opportunities for innovation.
1–34
36. WHAT IS AN ORGANIZATION?
An Organization Defined
A deliberate arrangement of people to
accomplish some specific purpose (that
individuals independently could not accomplish
alone).
Common Characteristics of Organizations
Have a distinct purpose (goal)
Composed of people
Have a deliberate structure
1–36
39. WHY STUDY MANAGEMENT?
The Value of Studying Management
The universality of management
Good management is needed in all organizations.
The reality of work
Employees either manage or are managed.
Rewards and challenges of being a manager
Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
Successful managers receive significant monetary rewards
for their efforts.
1–40