Management thinkers
•Download as PPTX, PDF•
4 likes•3,618 views
Peter F. Drucker was a prominent management thinker who made significant contributions including defining the nature and role of management, the manager's job, business objectives and social responsibilities, entrepreneurial functions, management by objectives, organization structure, and decision making. Michael Porter developed theories around five forces analysis, generic competitive strategies, value chain analysis, and competitive advantage. The document discusses two influential management thinkers, Peter Drucker and Michael Porter, and their key contributions to the field of management theory.
Report
Share
Report
Share
Recommended
Peter drucker
Peter Ferdinand Drucker was an influential author and professor known as "The Father of Modern Management." He was born in Austria and became a U.S. citizen in 1943. Drucker made significant contributions in the fields of management, marketing, and economics. He emphasized management by objectives, organizational structure and functions, and conceptualized knowledge workers and the importance of treating workers as assets. Drucker authored 39 books and countless articles, influencing generations of business leaders and managers.
Peter F Drucker and His Contribution in Management
In this power point presentation, I try to collect all the main and important contribution made by Peter F Drucker and also gives the name of some of his publications etc.
PETER DRUCKER
The management guru,The man who revolutionized management to a production oriented platform, had discussed strategies that outshines among many well known industrialist today.There are whole lot of things that can be learned form this man to develop an organization culture that strives to generate profit efficiently and effectively.
Peter drucker
This is an introduction to Peter Drucker, the man who invented management.
note: Centum U- is a bharti associate company and the publisher is in no way associated with the organization and the materials used in this presentation is extracted from different websites and in no way centum u may be held responsible for any copyright infringement for the material used in this ppt.
The author is a student of CENTUM-U and this ppt. was presented as a part of curriculum.
The Cover Photo is self clicked photo at Gulmarg, Jammu & Kashmir and can be used/published freely
Peter Drucker
Peter Drucker is known as the father of modern management. He introduced many important concepts to management theory and practice, such as knowledge workers, management by objectives, and viewing workers as resources rather than costs. Some of his key contributions include emphasizing results over activities, shifting management's focus to productivity and accountability, and predicting technological and societal changes from industrial to post-industrial societies. Drucker received many honors for his influential work, including the Presidential Medal of Freedom.
Book Summary: Peter Drucker
This presentation is the summary of Peter F. Drucker's Management Challenges for the 21th Century by Mehmet Nuri Cankaya (www.nuricankaya.com)
Drucker
The document provides a summary of Peter Drucker's background and publications on management. It discusses that Drucker was educated in Austria and England and came to the US in 1937. It outlines some of his major works including The Practice of Management (1954), which depicted management as a distinct function. It also summarizes some of Drucker's concepts from The Effective Executive (1966) including that effectiveness can be learned through certain practices and habits.
Modern management guru
its all about Modern Management Contribution
1. Tom Peters
2. Rosabeth Moss Kanter
3. C.K. Prahlad
4. Sumantra Ghoshal
Recommended
Peter drucker
Peter Ferdinand Drucker was an influential author and professor known as "The Father of Modern Management." He was born in Austria and became a U.S. citizen in 1943. Drucker made significant contributions in the fields of management, marketing, and economics. He emphasized management by objectives, organizational structure and functions, and conceptualized knowledge workers and the importance of treating workers as assets. Drucker authored 39 books and countless articles, influencing generations of business leaders and managers.
Peter F Drucker and His Contribution in Management
In this power point presentation, I try to collect all the main and important contribution made by Peter F Drucker and also gives the name of some of his publications etc.
PETER DRUCKER
The management guru,The man who revolutionized management to a production oriented platform, had discussed strategies that outshines among many well known industrialist today.There are whole lot of things that can be learned form this man to develop an organization culture that strives to generate profit efficiently and effectively.
Peter drucker
This is an introduction to Peter Drucker, the man who invented management.
note: Centum U- is a bharti associate company and the publisher is in no way associated with the organization and the materials used in this presentation is extracted from different websites and in no way centum u may be held responsible for any copyright infringement for the material used in this ppt.
The author is a student of CENTUM-U and this ppt. was presented as a part of curriculum.
The Cover Photo is self clicked photo at Gulmarg, Jammu & Kashmir and can be used/published freely
Peter Drucker
Peter Drucker is known as the father of modern management. He introduced many important concepts to management theory and practice, such as knowledge workers, management by objectives, and viewing workers as resources rather than costs. Some of his key contributions include emphasizing results over activities, shifting management's focus to productivity and accountability, and predicting technological and societal changes from industrial to post-industrial societies. Drucker received many honors for his influential work, including the Presidential Medal of Freedom.
Book Summary: Peter Drucker
This presentation is the summary of Peter F. Drucker's Management Challenges for the 21th Century by Mehmet Nuri Cankaya (www.nuricankaya.com)
Drucker
The document provides a summary of Peter Drucker's background and publications on management. It discusses that Drucker was educated in Austria and England and came to the US in 1937. It outlines some of his major works including The Practice of Management (1954), which depicted management as a distinct function. It also summarizes some of Drucker's concepts from The Effective Executive (1966) including that effectiveness can be learned through certain practices and habits.
Modern management guru
its all about Modern Management Contribution
1. Tom Peters
2. Rosabeth Moss Kanter
3. C.K. Prahlad
4. Sumantra Ghoshal
Critical Approach
The document discusses the critical approach to organizational communication, which challenges unfair exercises of power and prioritizes employee involvement. It outlines Stanley Deetz's communication model and three assumptions: ontological (free will), epistemological (multiple realities), and axiological (humanistic roles). A case study found only 35% of retail workers felt their ideas were valued, showing critical approaches could improve job satisfaction.
Management Century
The document summarizes the evolution of management theories and practices over the past century. It describes the rise of scientific management under Frederick Taylor which aimed to improve efficiency. It then discusses the mid-20th century work of Peter Drucker which emphasized adapting to external forces and managing for results. The era of globalization is characterized by deregulation, technology advances, and a shift towards shareholder capitalism focused on profitability versus stakeholder interests. Recent decades have seen a focus on leadership, innovation, and harnessing employee creativity, though there remains no consensus on the best approaches to management.
The management century
This document summarizes the evolution of management theory and practice from 1880 to the present. It outlines three eras: 1) 1880-1940 focused on establishing management as a science; 2) 1940-1980 was a period of managerial confidence and public support; 3) 1980-present has seen a retreat to specialization and market forces. Key contributors and their theories are mentioned, including Taylor's scientific management, Ford's assembly line techniques, Fayol's administrative principles, Follett's participatory management, and Porter's competitive forces model.
Stanley Deetz Managerialism and Organizational Democracy Approach
This document discusses the theories of Stanley Deetz, who critiques the way that corporate managers make decisions without considering negative impacts on employees, consumers, and the public. Deetz believes communication practices distort decision-making and reduce representation. He identifies four corporate practices that undermine democracy: strategy to extend control, gaining consent through distorted communication, involvement but no real voice, and participation that is not meaningful. Deetz argues that considering all stakeholders in open negotiations would lead to better social and economic outcomes than prioritizing only managerial and investor interests.
Heroes of Leadership (BetaCodex14)
This document provides brief biographies of several influential thinkers in organizational leadership and management, beginning in the late 19th/early 20th century industrial era and continuing to present day. It highlights the contributions of figures like Frederick Taylor, Mary Parker Follett, Kurt Lewin, Douglas McGregor, Peter Drucker, W. Edwards Deming, and Chris Argyris. Their work pioneered concepts like scientific management, human relations approaches, participative management, theories of motivation and human nature in organizations, systems thinking, quality management, and learning organizations.
Strategic HR
This document provides an overview of six strategies for planned organizational change that emerged in the 20th century: organizational design, the excellence movement, empowerment, strategic downsizing, total quality management, and teamwork. It discusses how organizational design in the early 1900s focused on bureaucracy and standardization. The excellence movement in the 1980s promoted constant innovation, treating employees as a resource, and inspirational leadership. Empowerment sought to give employees more autonomy in response to earlier models that viewed them simply as a cost.
Managerialism
Managerialism refers to a belief in the value of professional managers and the concepts and methods they use. It developed in the 1960s-1970s as organizations expanded. By the 1980s, public services faced declines in budgets, productivity, and reputation. Managerialism emerged as a means to make bureaucracies more responsive to customers' needs. New managerialism focuses on performance, accountability, and partnerships between public and private sectors using new skills and technologies.
Ogc chap 8
This document summarizes key aspects of organizational change and development approaches from several sources. It discusses that organizational development (OD) uses soft systems approaches to address complex change situations. OD focuses on organizational culture, processes, and structure using a systems perspective. The OD process involves diagnosing issues, developing a vision for change, gaining commitment, creating an action plan, and evaluating results through an iterative process of continuous improvement. OD aims to enhance individual, team, and organizational effectiveness through participatory and collaborative methods.
Organize for Complexity, part II (BetaCodex13)
This document discusses designing organizations to be robust and adaptable in complex environments. It argues that organizations should be viewed as networks rather than hierarchical pyramids. Key points made include:
- Organizations function as informal networks of individuals and formal networks of value-creating teams.
- Decision-making should be decentralized to allow organizations to sense and respond to their environments.
- Organizations should be designed as decentralized cell structures with autonomous peripheral cells connected by "strings" and served by central support cells.
- Transparency, relative targets, and result-based cultures better support adaptability than command-and-control approaches.
Ogc chap 1
This document summarizes key points from Chapter 1 of the book "Organizational Change" regarding organizations and their changing environments. It defines what constitutes an organization, discusses triggers for organizational change including political, economic, social, technological and internal factors. It also analyzes different levels of environmental turbulence organizations may face and types of organizational change. The summary provides an overview of the chapter's main topics without extensive detail.
Org Physics - Explained (BetaCodex11)
11th paper from the BetaCodex Network, on organizational structures and how they interact. This paper was previously entitled "The 3 Structures of an Organization". It was renamed February 2013.
The role of cultures in international mergers: exploring the reasons for Daim...
The document discusses the failure of the Daimler-Benz and Chrysler merger, citing cultural differences as a key reason. It provides context on the merger, which combined the German luxury car maker Daimler-Benz with the American maker Chrysler to create the world's fifth largest automaker. However, the merger failed to integrate the two very different organizational cultures. Insufficient attention to addressing cultural differences during the integration process undermined synergies and led to the merger's failure, demonstrating the importance of considering culture in international business combinations.
Hawthron studies
The document discusses the emergence of the human relations approach in organizational communication. It summarizes some key studies and theories that influenced this approach, including the Hawthorne Studies which found social factors influence productivity, Maslow's hierarchy of needs theory which proposes humans seek to fulfill lower needs before higher needs, and Herzberg's motivation-hygiene theory distinguishing between motivators and hygiene factors. The human relations approach sees employees as humans with needs rather than cogs, and emphasizes social interaction, individual achievement, and two-way communication both vertical and horizontal.
Chris Argyris
Chris Argyris is an organizational psychologist known for his work on organizational learning and behavior. He received his PhD from Cornell University in 1951. Argyris developed theories of single-loop and double-loop learning along with Donald Schön. Single-loop learning involves problem solving within existing frameworks, while double-loop learning questions underlying frameworks. Argyris also proposed Models I and II, where Model I inhibits double-loop learning and Model II enhances it. He suggested steps for converting organizations from single-loop to double-loop learning. Argyris' research aimed to help organizations engage in more reflective double-loop learning.
0 markets and-morality
This document summarizes a lecture on markets, morality, and the current financial crisis. It discusses how shareholder primacy has driven short-term thinking at the expense of other stakeholders. Alternative views of the purpose of business are presented that focus on ethics, human dignity, and the common good rather than just profits. The document advocates for recognizing moral values in economics and moving towards a more sustainable and human-centered economic model.
Mkt#210 lecture 3 entrepreneurial motivation & mobility
This document discusses theories of motivation and factors influencing entrepreneurship. It describes Maslow's hierarchy of needs and McClelland's theory of three needs - need for affiliation, power, and achievement. The need for achievement is found to dominate in entrepreneurs. Factors influencing entrepreneurial motivation include internal drives and external supports. The document also examines factors influencing occupational and location mobility of entrepreneurs such as education, experience, facilities, and political conditions.
Evolutionary Economics, Routines, and Dynamic Capabilities
The document summarizes key concepts from evolutionary economics and the dynamic capabilities framework as they relate to organizational change and strategy. It discusses how routines and dynamic capabilities both play a role in change, with routines enabling ongoing operations and dynamic capabilities governing the firm's ability to change and adapt. Dynamic capabilities reside in top management and involve sensing opportunities, seizing opportunities through business model changes, and transforming the organization. Entrepreneurial management is important for dynamic capabilities, combining creativity with leadership. The document also contrasts perspectives on strategy and change between evolutionary economics and the dynamic capabilities view.
Managerial Competencies, Corporate Values and Integrity- A Meta-Analysis of L...
This document provides a summary and analysis of literature on managerial competencies, corporate values, and integrity. It discusses differing definitions of management, including Mintzberg's view that management involves balancing art, science, and craft through experience over time. The document also examines the relationship between managers and leaders, with Mintzberg arguing the distinction is conceptual only. Finally, it analyzes the potential changes modern capitalism and social entrepreneurship may bring, including adopting a "shared value" approach where companies make longer-term decisions that benefit both business and society.
Current leadership theory
The Blake and Mouton Managerial Grid proposes that leadership styles can be depicted on a grid with two dimensions: concern for people on the y-axis and concern for production on the x-axis. Each dimension ranges from low (1) to high (9), creating 81 possible positions for a leader's style. The five resulting leadership styles are Impoverished Management (1,1), Task Management (9,1), Middle-of-the-Road (5,5), Country Club (1,9), and Team Management (9,9), which is considered the most effective style.
Work the System – keynote by Niels Pflaeging at Comeleon 2021 (Zagreb/HR)
1) The document discusses the need to transform entire organizations to achieve true agility, rather than making small changes, which are ineffective.
2) Real transformation takes months rather than years to shift from a mechanistic, centralized system to one that is decentralized, adaptive, and market-driven.
3) The key is to increase social density within the organization and "work the system", not coerce individuals, to bring about change through interventions rather than attempting transformation as a journey.
Contribution of Peter Drucker in development of management thoughts
PPT discusses on various aspects of management thoughts of Peter Drucker in terms of strategic approach, innovation, Management by objective.
AHBM Role of Management
The document discusses various perspectives on management and leadership. It summarizes Henri Fayol's five classic managerial roles as planning, organizing, commanding, controlling, and coordinating. Robert Katz analyzed skills as technical, human, and conceptual. Mintzberg found managers fulfill a variety of roles including interpersonal, decisional, and informational roles. Management by Objectives proposes setting organizational, departmental, and individual objectives to guide performance evaluation.
More Related Content
What's hot
Critical Approach
The document discusses the critical approach to organizational communication, which challenges unfair exercises of power and prioritizes employee involvement. It outlines Stanley Deetz's communication model and three assumptions: ontological (free will), epistemological (multiple realities), and axiological (humanistic roles). A case study found only 35% of retail workers felt their ideas were valued, showing critical approaches could improve job satisfaction.
Management Century
The document summarizes the evolution of management theories and practices over the past century. It describes the rise of scientific management under Frederick Taylor which aimed to improve efficiency. It then discusses the mid-20th century work of Peter Drucker which emphasized adapting to external forces and managing for results. The era of globalization is characterized by deregulation, technology advances, and a shift towards shareholder capitalism focused on profitability versus stakeholder interests. Recent decades have seen a focus on leadership, innovation, and harnessing employee creativity, though there remains no consensus on the best approaches to management.
The management century
This document summarizes the evolution of management theory and practice from 1880 to the present. It outlines three eras: 1) 1880-1940 focused on establishing management as a science; 2) 1940-1980 was a period of managerial confidence and public support; 3) 1980-present has seen a retreat to specialization and market forces. Key contributors and their theories are mentioned, including Taylor's scientific management, Ford's assembly line techniques, Fayol's administrative principles, Follett's participatory management, and Porter's competitive forces model.
Stanley Deetz Managerialism and Organizational Democracy Approach
This document discusses the theories of Stanley Deetz, who critiques the way that corporate managers make decisions without considering negative impacts on employees, consumers, and the public. Deetz believes communication practices distort decision-making and reduce representation. He identifies four corporate practices that undermine democracy: strategy to extend control, gaining consent through distorted communication, involvement but no real voice, and participation that is not meaningful. Deetz argues that considering all stakeholders in open negotiations would lead to better social and economic outcomes than prioritizing only managerial and investor interests.
Heroes of Leadership (BetaCodex14)
This document provides brief biographies of several influential thinkers in organizational leadership and management, beginning in the late 19th/early 20th century industrial era and continuing to present day. It highlights the contributions of figures like Frederick Taylor, Mary Parker Follett, Kurt Lewin, Douglas McGregor, Peter Drucker, W. Edwards Deming, and Chris Argyris. Their work pioneered concepts like scientific management, human relations approaches, participative management, theories of motivation and human nature in organizations, systems thinking, quality management, and learning organizations.
Strategic HR
This document provides an overview of six strategies for planned organizational change that emerged in the 20th century: organizational design, the excellence movement, empowerment, strategic downsizing, total quality management, and teamwork. It discusses how organizational design in the early 1900s focused on bureaucracy and standardization. The excellence movement in the 1980s promoted constant innovation, treating employees as a resource, and inspirational leadership. Empowerment sought to give employees more autonomy in response to earlier models that viewed them simply as a cost.
Managerialism
Managerialism refers to a belief in the value of professional managers and the concepts and methods they use. It developed in the 1960s-1970s as organizations expanded. By the 1980s, public services faced declines in budgets, productivity, and reputation. Managerialism emerged as a means to make bureaucracies more responsive to customers' needs. New managerialism focuses on performance, accountability, and partnerships between public and private sectors using new skills and technologies.
Ogc chap 8
This document summarizes key aspects of organizational change and development approaches from several sources. It discusses that organizational development (OD) uses soft systems approaches to address complex change situations. OD focuses on organizational culture, processes, and structure using a systems perspective. The OD process involves diagnosing issues, developing a vision for change, gaining commitment, creating an action plan, and evaluating results through an iterative process of continuous improvement. OD aims to enhance individual, team, and organizational effectiveness through participatory and collaborative methods.
Organize for Complexity, part II (BetaCodex13)
This document discusses designing organizations to be robust and adaptable in complex environments. It argues that organizations should be viewed as networks rather than hierarchical pyramids. Key points made include:
- Organizations function as informal networks of individuals and formal networks of value-creating teams.
- Decision-making should be decentralized to allow organizations to sense and respond to their environments.
- Organizations should be designed as decentralized cell structures with autonomous peripheral cells connected by "strings" and served by central support cells.
- Transparency, relative targets, and result-based cultures better support adaptability than command-and-control approaches.
Ogc chap 1
This document summarizes key points from Chapter 1 of the book "Organizational Change" regarding organizations and their changing environments. It defines what constitutes an organization, discusses triggers for organizational change including political, economic, social, technological and internal factors. It also analyzes different levels of environmental turbulence organizations may face and types of organizational change. The summary provides an overview of the chapter's main topics without extensive detail.
Org Physics - Explained (BetaCodex11)
11th paper from the BetaCodex Network, on organizational structures and how they interact. This paper was previously entitled "The 3 Structures of an Organization". It was renamed February 2013.
The role of cultures in international mergers: exploring the reasons for Daim...
The document discusses the failure of the Daimler-Benz and Chrysler merger, citing cultural differences as a key reason. It provides context on the merger, which combined the German luxury car maker Daimler-Benz with the American maker Chrysler to create the world's fifth largest automaker. However, the merger failed to integrate the two very different organizational cultures. Insufficient attention to addressing cultural differences during the integration process undermined synergies and led to the merger's failure, demonstrating the importance of considering culture in international business combinations.
Hawthron studies
The document discusses the emergence of the human relations approach in organizational communication. It summarizes some key studies and theories that influenced this approach, including the Hawthorne Studies which found social factors influence productivity, Maslow's hierarchy of needs theory which proposes humans seek to fulfill lower needs before higher needs, and Herzberg's motivation-hygiene theory distinguishing between motivators and hygiene factors. The human relations approach sees employees as humans with needs rather than cogs, and emphasizes social interaction, individual achievement, and two-way communication both vertical and horizontal.
Chris Argyris
Chris Argyris is an organizational psychologist known for his work on organizational learning and behavior. He received his PhD from Cornell University in 1951. Argyris developed theories of single-loop and double-loop learning along with Donald Schön. Single-loop learning involves problem solving within existing frameworks, while double-loop learning questions underlying frameworks. Argyris also proposed Models I and II, where Model I inhibits double-loop learning and Model II enhances it. He suggested steps for converting organizations from single-loop to double-loop learning. Argyris' research aimed to help organizations engage in more reflective double-loop learning.
0 markets and-morality
This document summarizes a lecture on markets, morality, and the current financial crisis. It discusses how shareholder primacy has driven short-term thinking at the expense of other stakeholders. Alternative views of the purpose of business are presented that focus on ethics, human dignity, and the common good rather than just profits. The document advocates for recognizing moral values in economics and moving towards a more sustainable and human-centered economic model.
Mkt#210 lecture 3 entrepreneurial motivation & mobility
This document discusses theories of motivation and factors influencing entrepreneurship. It describes Maslow's hierarchy of needs and McClelland's theory of three needs - need for affiliation, power, and achievement. The need for achievement is found to dominate in entrepreneurs. Factors influencing entrepreneurial motivation include internal drives and external supports. The document also examines factors influencing occupational and location mobility of entrepreneurs such as education, experience, facilities, and political conditions.
Evolutionary Economics, Routines, and Dynamic Capabilities
The document summarizes key concepts from evolutionary economics and the dynamic capabilities framework as they relate to organizational change and strategy. It discusses how routines and dynamic capabilities both play a role in change, with routines enabling ongoing operations and dynamic capabilities governing the firm's ability to change and adapt. Dynamic capabilities reside in top management and involve sensing opportunities, seizing opportunities through business model changes, and transforming the organization. Entrepreneurial management is important for dynamic capabilities, combining creativity with leadership. The document also contrasts perspectives on strategy and change between evolutionary economics and the dynamic capabilities view.
Managerial Competencies, Corporate Values and Integrity- A Meta-Analysis of L...
This document provides a summary and analysis of literature on managerial competencies, corporate values, and integrity. It discusses differing definitions of management, including Mintzberg's view that management involves balancing art, science, and craft through experience over time. The document also examines the relationship between managers and leaders, with Mintzberg arguing the distinction is conceptual only. Finally, it analyzes the potential changes modern capitalism and social entrepreneurship may bring, including adopting a "shared value" approach where companies make longer-term decisions that benefit both business and society.
Current leadership theory
The Blake and Mouton Managerial Grid proposes that leadership styles can be depicted on a grid with two dimensions: concern for people on the y-axis and concern for production on the x-axis. Each dimension ranges from low (1) to high (9), creating 81 possible positions for a leader's style. The five resulting leadership styles are Impoverished Management (1,1), Task Management (9,1), Middle-of-the-Road (5,5), Country Club (1,9), and Team Management (9,9), which is considered the most effective style.
Work the System – keynote by Niels Pflaeging at Comeleon 2021 (Zagreb/HR)
1) The document discusses the need to transform entire organizations to achieve true agility, rather than making small changes, which are ineffective.
2) Real transformation takes months rather than years to shift from a mechanistic, centralized system to one that is decentralized, adaptive, and market-driven.
3) The key is to increase social density within the organization and "work the system", not coerce individuals, to bring about change through interventions rather than attempting transformation as a journey.
What's hot (20)
Stanley Deetz Managerialism and Organizational Democracy Approach
Stanley Deetz Managerialism and Organizational Democracy Approach
The role of cultures in international mergers: exploring the reasons for Daim...
The role of cultures in international mergers: exploring the reasons for Daim...
Mkt#210 lecture 3 entrepreneurial motivation & mobility
Mkt#210 lecture 3 entrepreneurial motivation & mobility
Evolutionary Economics, Routines, and Dynamic Capabilities
Evolutionary Economics, Routines, and Dynamic Capabilities
Managerial Competencies, Corporate Values and Integrity- A Meta-Analysis of L...
Managerial Competencies, Corporate Values and Integrity- A Meta-Analysis of L...
Work the System – keynote by Niels Pflaeging at Comeleon 2021 (Zagreb/HR)
Work the System – keynote by Niels Pflaeging at Comeleon 2021 (Zagreb/HR)
Similar to Management thinkers
Contribution of Peter Drucker in development of management thoughts
PPT discusses on various aspects of management thoughts of Peter Drucker in terms of strategic approach, innovation, Management by objective.
AHBM Role of Management
The document discusses various perspectives on management and leadership. It summarizes Henri Fayol's five classic managerial roles as planning, organizing, commanding, controlling, and coordinating. Robert Katz analyzed skills as technical, human, and conceptual. Mintzberg found managers fulfill a variety of roles including interpersonal, decisional, and informational roles. Management by Objectives proposes setting organizational, departmental, and individual objectives to guide performance evaluation.
Implementation, Strategic Controls, And Contingency Plans
Here are the key points I would cover in an essay on making management decisions:
Introduction:
- Define decision making and explain its importance for managers. Decision making involves choosing between alternative courses of action to reach an organizational goal. As managers, making effective decisions is crucial for the success of a business.
Principles of decision making:
- Rational decision making model: Define the problem, identify alternatives, evaluate alternatives, choose best alternative, implement decision. However, real decisions often don't follow this neat process.
- Bounded rationality: Managers have limited information and cognitive abilities, so can't be fully rational. They satisfice rather than optimize.
- Incremental decisions: Most decisions are incremental changes rather than
2007 05 Global Assurance Magazine
This document summarizes strategies for building a successful archive for data backup and business continuity. It discusses choosing the right backup method, ensuring the backups can be easily restored, and storing backups offline for security. Regular testing and verification is important to ensure the backups are complete and restorable. Archiving is essential for disaster recovery and to avoid data loss that could threaten business continuity.
Peter Drucker Real Guru
Peter F. Drucker was a renowned management consultant and author born in Austria in 1909. He made numerous seminal contributions to the field of management through his writings and consulting work. Some of his most influential ideas included decentralization, treating workers as assets, and viewing corporations as human communities rather than just profit-making machines. His theories on knowledge workers, non-profits, marketing, and strategic planning remain highly relevant today. Drucker was considered a visionary for introducing many concepts decades before they became widely accepted.
The Leaders Playbook ; Take a page-no, severalpages-from .docx
The document discusses how leadership playbooks can be used to transform teams, drawing parallels from Vince Lombardi's famous football playbook. It presents an example leadership playbook structure in four sections: strategy, operations, capital, and harvesting/development of resources. The playbook approach allows leaders to focus efforts, interpret events, and act in complex environments through clear goals, plans, incentives, and resource allocation.
The Project Management Process - Week 7 Managing Teams
The document discusses managing teams in project management. It covers effective team characteristics such as size, common goals, communication and leadership. It discusses stages of team development and keys to managing people, including motivation theories. It also discusses managing project teams, dealing with conflicts, and potential pitfalls of teams.
Chap1 Management Introduction
The document provides an introduction to a management course, outlining the key topics, learning outcomes, and assessment components. The course will cover 13 lectures on topics such as organizational structure, management theory, planning, motivation, leadership, and new product development. Students will be assessed through a final exam worth 50% and a group presentation worth 50%. Attendance will be taken at each class.
General Management
This document discusses various types and concepts of management including business, change, organizational, marketing, risk, time, financial, and human resource management. It defines management as transforming values into actions and obstacles into innovations. The main functions of management are planning, organizing, motivating, staffing, and controlling. Strategic leadership involves formulating, implementing, and evaluating strategies. Management requires conceptual, human, and technical skills. Total quality management aims to maximize customer satisfaction through continuous improvement.
Dynamic Capabilities: What Are They And How They Can Be Applied
Dynamic capabilities allow firms to adapt to changing environments by integrating, building, and reconfiguring internal and external competencies. They involve sensing opportunities and threats, seizing resources to pursue opportunities, and transforming the firm through new strategies and business models. Dynamic capabilities are more difficult to develop than ordinary capabilities involved in day-to-day operations, but are also more inimitable and provide sustained competitive advantage. Government policy needs dynamic capabilities to shape markets and address grand challenges through experimentation rather than just fixing market failures.
Dynamic Capabilities: What Are They And How They Can Be Applied
Dynamic capabilities allow firms to adapt to changing environments by integrating, building, and reconfiguring internal and external competencies. They enable firms to sense opportunities and threats, seize opportunities, and transform the firm as needed. Dynamic capabilities are about strategic adaptation and doing the right things, while ordinary capabilities are about operational efficiency and doing things right. Strong dynamic capabilities are required to thrive in environments of deep uncertainty. Governments also need dynamic capabilities to shape markets and address grand challenges.
Ms 42 ignou assignment 2018
The document discusses capital investment and financing decisions for firms. It addresses a firm's capital structure and the Modigilian-Miller theory. It also covers project lifecycles including work breakdown structures and responsibility charts. The document defines project risk and techniques to measure it. It examines the instruments corporations use to obtain both long-term and short-term financing and the circumstances under which each would be preferred. Finally, it defines corporate restructuring and the factors that motivate companies to undertake restructuring.
Essays On Management
Essay on Management Information System
Essay on Management vs. Leadership
Management Planning Essay
Management : Management And Management Essay
Essay on Business and Management: A Career for Me
Essay on Leadership and Management
What is Management? Essay
Essay on Philosophy of Management
Essay on Management Communication Skills
Essay on management
Essay on Management
Essay on Leadership vs. Management
Essay On Operations Management
Management Essay examples
Leadership vs. Management Essay
Essay on Management and Organization
Essay on Management and Leadership
Essay on Organizational Management
Business Management Essays
Management And Leadership Essay example
Power and conflict in organizations
This document discusses power and conflict in organizations. It defines power as the ability to influence others and get them to do things they otherwise would not. Conflict arises from incompatible goals, decision-making processes, and performance expectations between groups and individuals within organizations. The document outlines strategies for acquiring and using power, as well as approaches for resolving conflicts through avoidance, confrontation, defusion, or power intervention. It provides a case study of how IBM addressed internal conflicts through leadership and structural changes to focus on customers.
The inconvenient truth_about_change_management
The document discusses how conventional change management approaches have largely failed to improve the success rate of change programs, with around 30% still succeeding according to recent studies. It argues that change programs often fail because they do not properly address inevitable human irrationality and the unconscious ways people interpret their environment and make decisions. The document presents nine "inconvenient truths" about creating compelling change stories, role modeling change, reinforcing change through systems and rewards, and building change capabilities. It advocates applying insights from behavioral economics and psychology to account for human irrationality in order to improve the odds of successful organizational change. Case studies demonstrate how leveraging insights into human nature can achieve better results than rational, common sense approaches alone.
Essay On Management
Essay on Philosophy of Management
Management Planning Essay
Essay on Principles of Management
Essay on Evolution of Management
Business Management Essays
Management Theories Essay
Chapter_1_Introduction_to_Management_Cop.pptx
This document provides an overview of chapter 1 of a fundamentals of management textbook. It defines key terms like management, organization, and resources. It also outlines the 4 main management functions of planning, organizing, leading, and controlling. The chapter discusses measuring managerial performance through efficiency and effectiveness. It examines managerial levels, skills, roles, and the evolution of management thoughts from classical, behavioral, quantitative, systems, and contingency perspectives.
Business
The document provides an overview of strategic management concepts including definitions of strategy, strategic management, and strategic intent. It discusses different approaches to strategy like the analytical, design, positioning, and resource-based views. It also outlines the strategic management process including environmental scanning, strategy formulation, implementation, and evaluation. Key aspects covered are the importance of fit between strategy and the external environment, and managing strategic drift during periods of radical change.
Chap4 mgmt theory practice
The document summarizes key points from a lecture on management theory and practice. It introduces concepts from prominent management thinkers like F.W. Taylor on scientific management, Charles Handy on organization theory, Peter Drucker on management principles, Alfred Sloan on organizational structure, and Henry Mintzberg on management roles. The lecture aims to analyze different management styles, apply theory to practical realities of organizations, and understand the foundations of management theories and principles.
Chap4 mgmt theory practice
The document summarizes key points from a lecture on management theory and practice. It introduces concepts from prominent management thinkers like F.W. Taylor on scientific management, Charles Handy on organization theory, Peter Drucker on management principles, Alfred Sloan on organizational structure, and Henry Mintzberg on management roles. The lecture aims to analyze different management styles, apply theory to practical realities of organizations, and understand the foundations of management theories and principles.
Similar to Management thinkers (20)
Contribution of Peter Drucker in development of management thoughts
Contribution of Peter Drucker in development of management thoughts
Implementation, Strategic Controls, And Contingency Plans
Implementation, Strategic Controls, And Contingency Plans
The Leaders Playbook ; Take a page-no, severalpages-from .docx
The Leaders Playbook ; Take a page-no, severalpages-from .docx
The Project Management Process - Week 7 Managing Teams
The Project Management Process - Week 7 Managing Teams
Dynamic Capabilities: What Are They And How They Can Be Applied
Dynamic Capabilities: What Are They And How They Can Be Applied
Dynamic Capabilities: What Are They And How They Can Be Applied
Dynamic Capabilities: What Are They And How They Can Be Applied
More from amanpreetbhamra
Plant layout
Plant layout refers to the configuration and placement of departments, work centers, equipment, and the flow of materials through the production process. Layout decisions are important because they require substantial investments, involve long-term commitments, and significantly impact costs and efficiency. The main types of layouts are product layouts which focus on smooth material flow, process layouts which group similar machinery together, and combination layouts which blend aspects of both. The objective is to facilitate smooth and efficient material and information flow while minimizing costs and non-value added activities.
Plant layout
The document discusses different types of plant layouts:
1. Product oriented layouts arrange machinery along the product flow path to facilitate continuous or repetitive production.
2. Process layouts group similar functions together to handle different processing requirements but require more movement of products between areas.
3. Fixed position layouts keep products stationary while moving workers and equipment, used when compelling reasons require bringing resources to the product.
4. Combination layouts blend aspects of different layouts like using conveyors in process layouts. The ideal layout follows principles like minimizing movement and maintaining flexibility.
Form of ownership
The document discusses various forms of business ownership and factors to consider when choosing an ownership structure. It outlines the key characteristics of sole proprietorships, partnerships, private companies, public companies, and cooperatives. An ideal form of ownership provides ease of formation, limited liability, flexibility, and minimum government control. When selecting an ownership structure, businesses must consider the nature of their industry, required capital, risk tolerance, and duration. The document also covers small businesses and ventures, noting their role in employment, development, and resources in India as well as common problems they face and measures government has taken to support them.
Decision making
The document provides an overview of business decision making. It discusses key concepts such as the types of decisions managers make, the decision-making process, models of decision making, and tools that can be used. Some of the main points covered include:
- Managers are responsible for making independent decisions to efficiently execute organizational functions.
- Decision-making involves selecting the best alternative from multiple options to solve problems like crises, opportunities, or routine issues.
- Models of rational decision making assume managers logically choose alternatives to maximize goals, though bounded rationality recognizes limits to rationality.
- Quantitative and qualitative tools can help structure decision making, including techniques like marginal analysis, decision trees, and brainstorming
Control techniques
The document discusses Robert Kaplan and David Norton's Balanced Scorecard, a strategic planning and management system used to align business activities with an organization's vision. It provides the key requirements for developing a Balanced Scorecard, including the mission statement, strategic plan, financial status, organizational structure, employee expertise, and customer satisfaction levels. Examples of factors to measure are also given for different departments, including finance, internal business processes, learning and growth, and customers. The Balanced Scorecard aims to result in improved processes, motivated employees, enhanced systems, monitored progress, greater customer satisfaction, and increased financial performance.
BPOs
Business process outsourcing involves contracting non-core business functions to external service providers. It originated from the theory of core competence where companies focus on specialized areas and outsource non-core functions. Examples include manufacturing companies outsourcing accounting work or telecom firms using external companies for customer service. Key considerations for outsourcing include determining what functions to outsource, suitable providers, and establishing service level agreements. Outsourcing can provide benefits like cost reduction, focus on core functions, and access to specialized expertise, but also risks like loss of control and potential competition.
Form of Ownership and SSI
The document discusses various forms of business ownership and factors to consider when choosing an ownership structure. It outlines the key characteristics of sole proprietorships, partnerships, private companies, public companies, and cooperatives. An ideal form of ownership provides ease of formation, limited liability, flexibility, and minimum government control. When selecting an ownership structure, businesses must consider the nature of their industry, required capital, risk tolerance, and duration. The document also covers small businesses and ventures, noting their role in employment, development, and resources in India as well as common problems they face and measures government has taken to support them.
Setting business enterprise
The document discusses the key steps involved in setting up a new business enterprise, including generating business ideas, conducting feasibility studies, developing a business plan, and launching the enterprise. Some of the main points covered are determining the line of business, location, ownership structure, financial planning, hiring personnel, and ensuring adequate physical facilities. An entrepreneur must carefully evaluate factors such as costs, risks, demand and securing necessary resources at each stage of starting a new business. Developing a comprehensive business plan is also emphasized as an important part of the process.
M commerce
M-commerce allows users to make purchases and payments through mobile devices like phones and tablets, enabling access to the internet without needing a wired connection. It offers conveniences like on-the-go financial services, telecom services, retail and ordering. Benefits include instant purchases, banking access, personalized content and global reach, though challenges include slow adoption, lack of infrastructure standards, and security and legal issues around transactions.
Lpg
The document discusses India's development strategy prior to 1991 which focused on mixed economy and state control of key industries like coal, steel, and power. While this led to growth in certain areas, it also had negative aspects like slow industrial growth and rising government expenditure. This necessitated reforms through liberalization, privatization, and globalization which aimed to relax rules for private sectors, reduce public sectors, and integrate India's economy globally. The strategies involved opening industries to private players, selling public enterprises, and removing trade barriers. The document outlines the processes, advantages, and disadvantages of each reform component.
Network marketing
Multi-level marketing (MLM) involves multiple levels of salespeople who recruit others and receive commissions from their sales and the sales of those they recruit. In an MLM company, sales representatives recruit others rather than just making their own sales. This allows for rapid expansion as more sales representatives are trained. It also allows sales representatives to earn commissions not just from their own sales but from the sales of those they recruit. While MLM can provide benefits like continuous expansion and low overhead costs, it also faces criticisms like inability to fulfill promises to most participants and potential exploitation of personal relationships.
Franchising
Franchising is a contractual relationship between a franchisor and franchisee where the franchisor offers business support to the franchisee in exchange for fees and royalties. The franchisee operates under the franchisor's brand name and system. There are advantages to both parties - franchisors gain faster growth and revenue, while franchisees benefit from an established brand, support system, and proven business model. However, franchising also comes with disadvantages like loss of independence and contractual restrictions for franchisees, and reduced control and support costs for franchisors.
Leadership
The document discusses leadership styles and theories. It begins by describing a story about leaders guiding workers to clear a jungle to build a port. It then discusses different leadership styles like autocratic, democratic, laissez-faire, and paternalistic. It also summarizes several leadership theories including trait theory, behavioral theories, role theory, the managerial grid model, participative theories, and Likert's leadership styles. The document provides an overview of concepts related to leadership.
Control
Controlling is a management function that involves monitoring performance and taking corrective action to ensure objectives are met. The control process involves establishing objectives and standards, measuring actual performance, comparing results to objectives and standards, and taking necessary action. There are different types of controls including preliminary, concurrent, and postaction controls. Managers also have options of relying on internal self-control by employees or taking direct external action to control behavior. An effective control system focuses on objectives, is forward-looking, prompt, uses critical point control and control by exception, is flexible, objective, economical, and motivating.
Ch 1. demand & supply
1. A firm transforms inputs into outputs and is the primary producing unit in a market economy, while a household is the consuming unit. An entrepreneur organizes and manages a firm, taking risks.
2. The theory of demand and supply can be used to predict prices and quantities in perfectly competitive markets where many buyers and sellers trade identical goods. It assumes firms maximize profits and consumers maximize utility.
3. According to the theory, the quantity demanded decreases when price rises and increases when price falls, while the quantity supplied increases when price rises and decreases when price falls, all other factors unchanged.
Communication
Business communication involves the exchange of information between two or more parties to create mutual understanding. It is a continuous two-way process that occurs through various channels, both formal and informal. Effective feedback is key, as it can reinforce good behavior or change undesirable behavior, making a big difference in individual and team performance. Communication is essential for decision making, planning, implementation, control, coordination, change management, and employee participation.
Implications of motivation theories
This document summarizes several motivation theories and programs, including:
MBO focuses on setting specific and measurable goals that cascade down the organization. The Job Characteristics Model links job design to motivation through five core dimensions. Recognition programs and employee involvement programs can increase motivation through feedback and participation. Variable pay programs tie pay to performance measures.
Motivation
The document discusses several theories of motivation:
1. Content theories examine what motivates people, such as Maslow's hierarchy of needs theory, ERG theory, and McClelland's acquired needs theory.
2. Process theories look at how people are motivated and make work-related decisions.
3. Herzberg's two-factor theory proposes that different factors cause satisfaction versus dissatisfaction at work. Satisfiers like achievement motivate, while hygiene factors like salary prevent dissatisfaction.
4. McGregor's Theory X and Y describe different views of employee motivation, with Theory Y assuming employees want responsibility and are self-motivated, leading to better performance.
Development of Management Thought
The document discusses the development of management thought from classical to modern approaches. It describes:
1) Early management approaches like bureaucracy and scientific management that focused on structure, rules and efficiency.
2) Neo-classical approaches emerged like Hawthorne experiments highlighting the social aspects of work.
3) Later, behavioral science looked at fulfilling human needs through work while systems approach analyzed organizations.
4) The contingency approach advocated situational flexibility over rigid principles given changing environments. The best solution depends on properly analyzing each unique situation.
Growth strategies
Growth strategies aim to increase the size and scale of operations through internal expansion or external diversification. Mergers and acquisitions are common external growth strategies where two companies combine. A merger is a friendly combination where both companies cease to exist, while an acquisition sees one company take over the other. Joint ventures involve forming a new entity together for a specific project while maintaining the parent companies. Strategic alliances focus on sharing resources rather than control, allowing companies to gain expertise and synergies without a full combination. Both mergers and alliances can provide benefits but also risks around integration and conflicting goals.
More from amanpreetbhamra (20)
Recently uploaded
220711130083 SUBHASHREE RAKSHIT Internet resources for social science
Internet resources for social science
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 8 - CẢ NĂM - FRIENDS PLUS - NĂM HỌC 2023-2024 (B...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 8 - CẢ NĂM - FRIENDS PLUS - NĂM HỌC 2023-2024 (B...Nguyen Thanh Tu Collection
https://app.box.com/s/nrwz52lilmrw6m5kqeqn83q6vbdp8yzpLevel 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.ppt
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
220711130082 Srabanti Bag Internet Resources For Natural Science
Internet resources for natural science
NIPER 2024 MEMORY BASED QUESTIONS.ANSWERS TO NIPER 2024 QUESTIONS.NIPER JEE 2...
NIPER JEE PYQ
NIPER JEE QUESTIONS
MOST FREQUENTLY ASK QUESTIONS
NIPER MEMORY BASED QUWSTIONS
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
How to Setup Default Value for a Field in Odoo 17
In Odoo, we can set a default value for a field during the creation of a record for a model. We have many methods in odoo for setting a default value to the field.
欧洲杯下注-欧洲杯下注押注官网-欧洲杯下注押注网站|【网址🎉ac44.net🎉】
【网址🎉ac44.net🎉】欧洲杯下注在体育博彩方面，不难发现，欧洲杯下注多为英式运动提供投注。欧洲杯下注为丰富多彩的体育项目提供投注，如足球、赛马、板球和飞镖，但这不是欧洲杯下注的唯一优势。在欧洲杯下注，全世界玩家都可以找到自己感兴趣的比赛进行投注。欧洲杯下注为网球和美式运动如棒球、美式足球、篮球、冰球开出的投注同样值得关注。在夏季或冬季奥运会方面，欧洲杯下注为玩家开出了丰富多彩的服务，是你的不二之选。你还可以投注水球、自行车和班迪球等小众体育项目，甚至可以为武术、拳击和综合格斗投注。欧洲杯下注为众多体育项目开出滚球投注。
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
CHUYÊN ĐỀ ÔN TẬP VÀ PHÁT TRIỂN CÂU HỎI TRONG ĐỀ MINH HỌA THI TỐT NGHIỆP THPT ...
CHUYÊN ĐỀ ÔN TẬP VÀ PHÁT TRIỂN CÂU HỎI TRONG ĐỀ MINH HỌA THI TỐT NGHIỆP THPT ...Nguyen Thanh Tu Collection
https://app.box.com/s/qspvswamcohjtbvbbhjad04lg65waylfمصحف القراءات العشر أعد أحرف الخلاف سمير بسيوني.pdf
مصحف أحرف الخلاف للقراء العشرةأعد أحرف الخلاف بالتلوين وصلا سمير بسيوني غفر الله له
Creation or Update of a Mandatory Field is Not Set in Odoo 17
In this slide we will discuss Creation or Updation of a mandatory field is not set in Odoo 17.
KHUSWANT SINGH.pptx ALL YOU NEED TO KNOW ABOUT KHUSHWANT SINGH
INDIA`S OWN LITERARY GENIUS MR.KHUSHWANT SINGH WAS TRULY A VERY BRAVE SOUL AND WAS AWARDED WITH THE MAGIC OF WORDS BY GOD.
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptx
Slides from a Capitol Technology University webinar held June 20, 2024. The webinar featured Dr. Donovan Wright, presenting on the Department of Defense Digital Transformation.
Recently uploaded (20)
220711130083 SUBHASHREE RAKSHIT Internet resources for social science
220711130083 SUBHASHREE RAKSHIT Internet resources for social science
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 8 - CẢ NĂM - FRIENDS PLUS - NĂM HỌC 2023-2024 (B...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 8 - CẢ NĂM - FRIENDS PLUS - NĂM HỌC 2023-2024 (B...
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.ppt
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.ppt
220711130082 Srabanti Bag Internet Resources For Natural Science
220711130082 Srabanti Bag Internet Resources For Natural Science
NIPER 2024 MEMORY BASED QUESTIONS.ANSWERS TO NIPER 2024 QUESTIONS.NIPER JEE 2...
NIPER 2024 MEMORY BASED QUESTIONS.ANSWERS TO NIPER 2024 QUESTIONS.NIPER JEE 2...
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...
220711130097 Tulip Samanta Concept of Information and Communication Technology
220711130097 Tulip Samanta Concept of Information and Communication Technology
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...
CHUYÊN ĐỀ ÔN TẬP VÀ PHÁT TRIỂN CÂU HỎI TRONG ĐỀ MINH HỌA THI TỐT NGHIỆP THPT ...
CHUYÊN ĐỀ ÔN TẬP VÀ PHÁT TRIỂN CÂU HỎI TRONG ĐỀ MINH HỌA THI TỐT NGHIỆP THPT ...
مصحف القراءات العشر أعد أحرف الخلاف سمير بسيوني.pdf
مصحف القراءات العشر أعد أحرف الخلاف سمير بسيوني.pdf
Creation or Update of a Mandatory Field is Not Set in Odoo 17
Creation or Update of a Mandatory Field is Not Set in Odoo 17
KHUSWANT SINGH.pptx ALL YOU NEED TO KNOW ABOUT KHUSHWANT SINGH
KHUSWANT SINGH.pptx ALL YOU NEED TO KNOW ABOUT KHUSHWANT SINGH
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptx
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptx
Management thinkers
- 2. Peter F. DruckerVienna (1909-2005) Contributions – Nature and role of Management Manager’s job Business objectives and social responsibilities Entrepreneurial Functions MBO and Self Control Federal Decentralisation Organisation Structure Decision Making – 2 Types – a) Tactical b) Strategic Management Development Futurity KRA’s
- 3. DecisionMaking 5 Phases of Decision Making- Defining Problem Analysing the problem Developing alternative solutions Deciding upon the best solution Converting the decision into effective action 4 Criterias for Best Solution- Risk Economy of effort Training Limitations of Resources
- 4. Michael E. Porter Five Force Analysis GenericCompetitiveStrategies Value Chain Analysis
- 6. Print master Your Text here Loremipsum dolor sit amet, consectetueradipiscingelit, seddiamnonummynibheuismodtinciduntutlaoreetdolore magna aliquameratvolutpat. Utwisienim ad minim veniam, quisnostrudexercitationullamcorpersuscipitlobortisnislutaliquip ex ea commodoconsequat. Duisautemveleumiriure dolor in hendrerit in vulputatevelitessemolestieconsequat, velillumdoloreeufeugiatnullafacilisis at veroeros et accumsan et iustoodiodignissim qui blanditpraesentluptatumzzrildelenitaugueduisdoloretefeugaitnullafacilisi.
- 7. Print master Your Text here Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna aliquam erat volutpat. Ut wisi enim ad minim veniam, quis nostrud exerci tation ullamcorper suscipit lobortis nisl ut aliquip ex ea commodo consequat. Duis autem vel eum iriure dolor in hendrerit in vulputate velit esse molestie consequat, vel illum dolore eu feugiat nulla facilisis at vero eros et accumsan et iusto odio dignissim qui blandit praesent luptatum zzril delenit augue duis dolore te feugait nulla facilisi.