This document provides an overview of management and managers. It defines management as the process of working with others to achieve organizational goals efficiently and effectively. Managers are important because their key roles include achieving objectives, optimizing limited resources, facilitating change, and fostering collaboration and teamwork. The document also identifies five major drivers of change for today's managers, the eight core management functions, Wilson's three managerial competencies, and common manager roles and responsibilities. Finally, it notes some rights managers lose when accepting their role, such as expressing personal opinions at work or resisting change.
The document outlines Gary Wheeler's presentation on aligning human resources with business strategy. The presentation covers:
1) How to implement an HR strategy aligned to the overall business strategy and discusses HR competencies and best practices.
2) A case study of Sysco Foods demonstrating HR's role as a strategic partner.
3) Key themes from best practices literature emphasizing HR executives must speak the business language and create the workforce to deliver the business strategy.
The purpose of this research paper is to identify why Human Resources (HR) is a change agent in any organization to drive organizational excellence. HR practitioners, as change agents, are responsible for easing the impact of changes in their organization and to empower employees against the consequences of these inevitable changes. Sometimes, the change helps to produce a significant increase in performance excellence and the company can boost sales and production without major additional cost.
Several vital competencies that are reviewed in this paper include how HR practitioners are path creators amongst the path breakers of organizational culture, by being change drivers and business focused. HR practitioners who are unable to function as change agents will inevitably create a barrier against their becoming a well-integrated strategic partner. Therefore, the role of change agent also mediates the relationship between certain HR competencies and organizational performance. This involves monitoring employee engagement and keeping levels high, developing strategies to retain top performers, and continuing to provide value-added services to employees.
In my career, there's many things I've won and many things I've achieved, but for me, my greatest achievement is my children and my family. It's about being a good father, a good husband, just being connected to family as much as possible.
The document discusses talent management and career development & succession planning. It presents an integrated approach to talent management involving recruitment, career management, performance management, training, rewards management, and succession planning. It aims to develop leadership capability across business lines to ensure internal talent availability. Key outcomes include retention of high potentials, building internal capabilities, succession mapping, and establishing effective future leaders. It also addresses contemporary challenges in talent management.
Hr and organization strategy ppt @ mba 2009Babasab Patil
This document outlines the topics and activities to be covered in a course on HR and organization strategy. The course will include introductions, discussions on changes in the professional world, defining strategic HR alignment and competencies, leadership and management, strategic planning, formation and implementation. Participants will work in groups to identify changes impacting their profession and implications for HR. The document provides guidance on class participation, paper writing, and defines key concepts such as the differences between managers and leaders, strategic HR, vision and mission statements.
Total talent management is key for HR leadershipsaraseeni
This document discusses total talent management as key for HR leadership. It covers the following main points:
1. Key elements of talent management include strategic workforce planning, total talent acquisition, employee development, performance management, and succession planning.
2. Global workforce trends like globalization, changing demographics, and new technologies are impacting how companies manage their talent. This is changing the role of HR to focus more on total talent management.
3. Contingent workers can provide value to companies through expertise, control, and compliance. Partnering with contingent workforce providers allows for improved management of this talent pool.
4. Companies progress through different levels of maturity in managing their contingent workforce, from decentralized to having
The document outlines Gary Wheeler's presentation on aligning human resources with business strategy. The presentation covers:
1) How to implement an HR strategy aligned to the overall business strategy and discusses HR competencies and best practices.
2) A case study of Sysco Foods demonstrating HR's role as a strategic partner.
3) Key themes from best practices literature emphasizing HR executives must speak the business language and create the workforce to deliver the business strategy.
The purpose of this research paper is to identify why Human Resources (HR) is a change agent in any organization to drive organizational excellence. HR practitioners, as change agents, are responsible for easing the impact of changes in their organization and to empower employees against the consequences of these inevitable changes. Sometimes, the change helps to produce a significant increase in performance excellence and the company can boost sales and production without major additional cost.
Several vital competencies that are reviewed in this paper include how HR practitioners are path creators amongst the path breakers of organizational culture, by being change drivers and business focused. HR practitioners who are unable to function as change agents will inevitably create a barrier against their becoming a well-integrated strategic partner. Therefore, the role of change agent also mediates the relationship between certain HR competencies and organizational performance. This involves monitoring employee engagement and keeping levels high, developing strategies to retain top performers, and continuing to provide value-added services to employees.
In my career, there's many things I've won and many things I've achieved, but for me, my greatest achievement is my children and my family. It's about being a good father, a good husband, just being connected to family as much as possible.
The document discusses talent management and career development & succession planning. It presents an integrated approach to talent management involving recruitment, career management, performance management, training, rewards management, and succession planning. It aims to develop leadership capability across business lines to ensure internal talent availability. Key outcomes include retention of high potentials, building internal capabilities, succession mapping, and establishing effective future leaders. It also addresses contemporary challenges in talent management.
Hr and organization strategy ppt @ mba 2009Babasab Patil
This document outlines the topics and activities to be covered in a course on HR and organization strategy. The course will include introductions, discussions on changes in the professional world, defining strategic HR alignment and competencies, leadership and management, strategic planning, formation and implementation. Participants will work in groups to identify changes impacting their profession and implications for HR. The document provides guidance on class participation, paper writing, and defines key concepts such as the differences between managers and leaders, strategic HR, vision and mission statements.
Total talent management is key for HR leadershipsaraseeni
This document discusses total talent management as key for HR leadership. It covers the following main points:
1. Key elements of talent management include strategic workforce planning, total talent acquisition, employee development, performance management, and succession planning.
2. Global workforce trends like globalization, changing demographics, and new technologies are impacting how companies manage their talent. This is changing the role of HR to focus more on total talent management.
3. Contingent workers can provide value to companies through expertise, control, and compliance. Partnering with contingent workforce providers allows for improved management of this talent pool.
4. Companies progress through different levels of maturity in managing their contingent workforce, from decentralized to having
Recruitment and selection in talent managementSeta Wicaksana
“People decisions are the most difficult decisions in organisations. The ability to make the right decisions about people represents the most reliable source of competitive advantage because few organisations have it” Peter Drucker
10 Things HR Can Do to Help Align an Organization's GoalsSumTotal
The document summarizes 10 things that HR can do to help align an organization's goals, including:
1) Understanding the business goals set by executives and cascading them down the organization.
2) Ensuring goals are consistent, measurable, and employees have support to achieve them.
3) Monitoring progress and compliance to identify gaps and ensure accountability.
Talent management is about identifying, attracting, integrating, developing, motivating and retaining key people across an organization, not just senior leadership. It involves activities like performance management, succession planning, development planning, and recruiting. For organizations to be successful, their talent strategy must be aligned with and help deliver the business strategy. This ensures the organization has the right people capabilities. The key is to align talent management with company strategy, define consistent leadership criteria, and identify needed competencies to support continued growth.
This document outlines a proposed talent management system for ABC Telecommunications. It begins with an introduction to talent management and the issues at ABC. The main components of the proposed talent management system include planning, sourcing and recruiting, performance management, learning and development, succession planning, and engagement and retention. Different levels of managers would play roles in implementing the system, with the HR manager responsible for attracting talent and developing the strategy. The goal is to solve problems through an integrated framework and best practices to retain top talent.
The document outlines the key components of an effective talent management program, including competency management, workforce planning, talent acquisition, performance management, learning and development, leadership development, and succession management. It also lists additional common components like governance, external influencers, strategic alignment, organizational climate, and technology. The document emphasizes that talent programs must start with a positive company culture aligned with goals, and include globally aligned systems and processes to support recruitment, career development, training, and reward/retention of top talent. Initial steps include developing a talent strategy, identifying supporting systems, engaging leadership, and addressing fundamental gaps.
This document discusses how to better align HR with business strategy. It outlines signs of poor alignment like short-term thinking and lack of innovation. To improve, HR must understand the business strategy, value proposition, and how employee work supports strategic goals. An engaged workforce is key. The document proposes a 5-step process for HR to integrate with business: determine goals, scan internal/external factors, identify gaps, set priorities, and monitor progress. The goal is for HR to become a strategic partner by focusing on issues that impact business objectives and core values.
The document discusses the changing role of HR in business from a traditional personnel management role to strategic partner, change agent, employee champion, and administrative expert. It outlines the four main roles of HR in business and lists some key focus areas, success factors, and trends for HR, including managing different generations, retaining talent and critical knowledge, and addressing top concerns like attracting and retaining talent and managing healthcare costs.
The document discusses organizational agility and talent management in facing a VUCA environment. It outlines four key trends challenging the old paradigm: 1) a quickly evolving environment with rapidly changing demands, 2) constant introduction of disruptive technologies, 3) accelerating digitization and democratization of innovation, and 4) the rise of the digital workforce. It emphasizes that organizational design must promote flexibility, adaptability, collaboration, and data-driven decision making to effectively operate in today's unpredictable business world. The author is an expert in organizational development, talent management, and psychology who provides consulting services to help organizations improve performance.
Talent Management Principles In Performance ManagementLakesia Wright
This whitepaper discusses 12 fundamental principles for effective talent management based on scientific research on employee behavior. The four core principles, referred to as ROAD, are respecting employees, clarifying objectives, increasing awareness, and creating dialogue. Respect involves recognizing employees and their goals. Clarifying objectives means clearly defining job goals. Increasing awareness is providing feedback to help employees learn. Creating dialogue is open communication. The other eight principles relate to accountability, development, performance standards, visibility, career growth support, potential evaluation, goals, and strategic engagement. Understanding these principles can improve talent management programs and better influence employee behavior.
Presented at the Montana Hospital Association's Spring 2009 Conference.
See more at: http://www.integratedhealthcarestrategies.com/knowledgecenter.aspx.
Alignment. In a global marketplace where change and disruption are the only constants, alignment is the vital concept that will keep HR practices advancing and evolving. According to the 2015 PwC CEO Agenda survey, 73% of CEOs are concerned the lack of available key skills is a threat to organizational growth. This is the opportunity for HR to come to the forefront and align themselves across the business to drive the necessary changes for success.
This deck dives into the five focus areas where HR can align to ensure every piece of their strategy is primed for organization transformation.
This document summarizes a workshop on talent management. It discusses how today's employees want work-life balance, opportunities, and transparency. It provides statistics on employee satisfaction and factors for seeking new jobs like advancement, compensation, and learning. An engaged employee is passionate and learns constantly.
The second part discusses talent management imperatives like systems thinking. Characteristics of talented workforces include being upwardly mobile. The talent management cycle includes sourcing, developing, engaging, and retaining employees. Challenges include plateaued careers and effective retirement planning.
This document discusses strategic HR practices that drive organization growth. It begins with an overview of the contents which include background, processes and tools, and critical success factors. It then discusses a sustainable growth model involving business profit, strategy, leadership development, productivity, execution, innovation, and people development. Key HR processes and tools are then outlined, including talent development, organization development, strategy management, corporate culture, effective organization structure, and more. Critical factors for strategy, execution, culture, structure, talent, leadership, innovation, and mergers and acquisitions are also summarized. The document concludes with developmental phases for implementing these practices over a 24 month period.
Best practices in talent management strategyEmma Yaks
The document discusses best practices in talent management, focusing on six key components:
1. Planning for critical talent needs by analyzing workforce requirements.
2. Attracting critical talent through targeted branding and projecting a positive company image.
3. Recruiting critical talent by first looking internally and leveraging employees, then casting a wide net externally.
4. Assessing critical talent using screening tools like interviews and tests to identify the best candidates.
5. Developing critical talent through real-life learning opportunities, mentoring, coaching, and managing performance for growth.
6. Retaining critical talent to save replacement costs, which average 150% of the employee's salary. Effective retention focuses
Building HR Capacity PowerPoint Presentation SlidesSlideTeam
Explore our Building Hr Capacity PowerPoint Presentation Slides. Develop effective HR policies and strategies using human capital capacity building PPT visuals. The HR capacity development PowerPoint complete deck contains slides such as strategic human resource plan framework, HRM plan, assessing the current HR capacity, forecasting HR requirements, skill gap analysis plan, organizational skills program matrix, steps of talent management in an organization, company’s recruitment strategies, recruitment budget, etc. Showcase HR developments with this content ready human resource planning presentation design. With a variety of visual and images, you can create a more engaging presentation for your audience. This allows users to assess current HR capacities and forecast requirements. Besides that, the ready to use human resource capacity development presentation layout is completely customizable. You can add or delete the content from templates. Our team of experts has also included icons for your convenience. Download strategic human resource development PowerPoint templates to develop talent management strategies.
This document provides an overview of profiling and talent management. It discusses defining talent acquisition and differentiating the sourcing and selection processes. It also covers articulating a business case for effective talent management, outlining the seven steps in a common talent acquisition process, and conducting job-fit and organization-fit analyses to develop selection criteria and methods. The document then explores developing behavior-based and situation-based interview questions, designing evaluation processes, understanding legal responsibilities, and highlighting onboarding strategies.
NHRDN - Learning Centre Workshop on "Innovative HR Practices that make a Difference - Unleash the true Human Capital...Now!"
The Facilitators :
Rushil Mhatre - Associate Vice President - Human Resources, Dhanalaxmi Bank
Custan D'souza - Project Manager - Information Technology, ICICI Lombard
A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI.
These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.
Managers are important to organizations because they coordinate work activities to help accomplish organizational goals. Managers work at all levels in organizations and perform functions like planning, organizing, leading, and controlling. Effective managers need technical, human, and conceptual skills. The manager's job is being reshaped by factors like the importance of customers, innovation, and sustainability. Studying management helps understand these universal management principles and roles.
The document discusses the basics of management including its three main fields, functions, and definitions. It provides definitions of management from various authors that center around establishing goals, developing strategies to achieve goals, and coordinating activities. Management is described as the art of getting work done through others. The document also outlines six guidelines for effective management put forth by management professor George Miller. These guidelines focus on manager accountability, prioritizing management work, achieving coordination, unleashing employee creativity, and adjusting performance evaluations based on a company's growth stage.
Recruitment and selection in talent managementSeta Wicaksana
“People decisions are the most difficult decisions in organisations. The ability to make the right decisions about people represents the most reliable source of competitive advantage because few organisations have it” Peter Drucker
10 Things HR Can Do to Help Align an Organization's GoalsSumTotal
The document summarizes 10 things that HR can do to help align an organization's goals, including:
1) Understanding the business goals set by executives and cascading them down the organization.
2) Ensuring goals are consistent, measurable, and employees have support to achieve them.
3) Monitoring progress and compliance to identify gaps and ensure accountability.
Talent management is about identifying, attracting, integrating, developing, motivating and retaining key people across an organization, not just senior leadership. It involves activities like performance management, succession planning, development planning, and recruiting. For organizations to be successful, their talent strategy must be aligned with and help deliver the business strategy. This ensures the organization has the right people capabilities. The key is to align talent management with company strategy, define consistent leadership criteria, and identify needed competencies to support continued growth.
This document outlines a proposed talent management system for ABC Telecommunications. It begins with an introduction to talent management and the issues at ABC. The main components of the proposed talent management system include planning, sourcing and recruiting, performance management, learning and development, succession planning, and engagement and retention. Different levels of managers would play roles in implementing the system, with the HR manager responsible for attracting talent and developing the strategy. The goal is to solve problems through an integrated framework and best practices to retain top talent.
The document outlines the key components of an effective talent management program, including competency management, workforce planning, talent acquisition, performance management, learning and development, leadership development, and succession management. It also lists additional common components like governance, external influencers, strategic alignment, organizational climate, and technology. The document emphasizes that talent programs must start with a positive company culture aligned with goals, and include globally aligned systems and processes to support recruitment, career development, training, and reward/retention of top talent. Initial steps include developing a talent strategy, identifying supporting systems, engaging leadership, and addressing fundamental gaps.
This document discusses how to better align HR with business strategy. It outlines signs of poor alignment like short-term thinking and lack of innovation. To improve, HR must understand the business strategy, value proposition, and how employee work supports strategic goals. An engaged workforce is key. The document proposes a 5-step process for HR to integrate with business: determine goals, scan internal/external factors, identify gaps, set priorities, and monitor progress. The goal is for HR to become a strategic partner by focusing on issues that impact business objectives and core values.
The document discusses the changing role of HR in business from a traditional personnel management role to strategic partner, change agent, employee champion, and administrative expert. It outlines the four main roles of HR in business and lists some key focus areas, success factors, and trends for HR, including managing different generations, retaining talent and critical knowledge, and addressing top concerns like attracting and retaining talent and managing healthcare costs.
The document discusses organizational agility and talent management in facing a VUCA environment. It outlines four key trends challenging the old paradigm: 1) a quickly evolving environment with rapidly changing demands, 2) constant introduction of disruptive technologies, 3) accelerating digitization and democratization of innovation, and 4) the rise of the digital workforce. It emphasizes that organizational design must promote flexibility, adaptability, collaboration, and data-driven decision making to effectively operate in today's unpredictable business world. The author is an expert in organizational development, talent management, and psychology who provides consulting services to help organizations improve performance.
Talent Management Principles In Performance ManagementLakesia Wright
This whitepaper discusses 12 fundamental principles for effective talent management based on scientific research on employee behavior. The four core principles, referred to as ROAD, are respecting employees, clarifying objectives, increasing awareness, and creating dialogue. Respect involves recognizing employees and their goals. Clarifying objectives means clearly defining job goals. Increasing awareness is providing feedback to help employees learn. Creating dialogue is open communication. The other eight principles relate to accountability, development, performance standards, visibility, career growth support, potential evaluation, goals, and strategic engagement. Understanding these principles can improve talent management programs and better influence employee behavior.
Presented at the Montana Hospital Association's Spring 2009 Conference.
See more at: http://www.integratedhealthcarestrategies.com/knowledgecenter.aspx.
Alignment. In a global marketplace where change and disruption are the only constants, alignment is the vital concept that will keep HR practices advancing and evolving. According to the 2015 PwC CEO Agenda survey, 73% of CEOs are concerned the lack of available key skills is a threat to organizational growth. This is the opportunity for HR to come to the forefront and align themselves across the business to drive the necessary changes for success.
This deck dives into the five focus areas where HR can align to ensure every piece of their strategy is primed for organization transformation.
This document summarizes a workshop on talent management. It discusses how today's employees want work-life balance, opportunities, and transparency. It provides statistics on employee satisfaction and factors for seeking new jobs like advancement, compensation, and learning. An engaged employee is passionate and learns constantly.
The second part discusses talent management imperatives like systems thinking. Characteristics of talented workforces include being upwardly mobile. The talent management cycle includes sourcing, developing, engaging, and retaining employees. Challenges include plateaued careers and effective retirement planning.
This document discusses strategic HR practices that drive organization growth. It begins with an overview of the contents which include background, processes and tools, and critical success factors. It then discusses a sustainable growth model involving business profit, strategy, leadership development, productivity, execution, innovation, and people development. Key HR processes and tools are then outlined, including talent development, organization development, strategy management, corporate culture, effective organization structure, and more. Critical factors for strategy, execution, culture, structure, talent, leadership, innovation, and mergers and acquisitions are also summarized. The document concludes with developmental phases for implementing these practices over a 24 month period.
Best practices in talent management strategyEmma Yaks
The document discusses best practices in talent management, focusing on six key components:
1. Planning for critical talent needs by analyzing workforce requirements.
2. Attracting critical talent through targeted branding and projecting a positive company image.
3. Recruiting critical talent by first looking internally and leveraging employees, then casting a wide net externally.
4. Assessing critical talent using screening tools like interviews and tests to identify the best candidates.
5. Developing critical talent through real-life learning opportunities, mentoring, coaching, and managing performance for growth.
6. Retaining critical talent to save replacement costs, which average 150% of the employee's salary. Effective retention focuses
Building HR Capacity PowerPoint Presentation SlidesSlideTeam
Explore our Building Hr Capacity PowerPoint Presentation Slides. Develop effective HR policies and strategies using human capital capacity building PPT visuals. The HR capacity development PowerPoint complete deck contains slides such as strategic human resource plan framework, HRM plan, assessing the current HR capacity, forecasting HR requirements, skill gap analysis plan, organizational skills program matrix, steps of talent management in an organization, company’s recruitment strategies, recruitment budget, etc. Showcase HR developments with this content ready human resource planning presentation design. With a variety of visual and images, you can create a more engaging presentation for your audience. This allows users to assess current HR capacities and forecast requirements. Besides that, the ready to use human resource capacity development presentation layout is completely customizable. You can add or delete the content from templates. Our team of experts has also included icons for your convenience. Download strategic human resource development PowerPoint templates to develop talent management strategies.
This document provides an overview of profiling and talent management. It discusses defining talent acquisition and differentiating the sourcing and selection processes. It also covers articulating a business case for effective talent management, outlining the seven steps in a common talent acquisition process, and conducting job-fit and organization-fit analyses to develop selection criteria and methods. The document then explores developing behavior-based and situation-based interview questions, designing evaluation processes, understanding legal responsibilities, and highlighting onboarding strategies.
NHRDN - Learning Centre Workshop on "Innovative HR Practices that make a Difference - Unleash the true Human Capital...Now!"
The Facilitators :
Rushil Mhatre - Associate Vice President - Human Resources, Dhanalaxmi Bank
Custan D'souza - Project Manager - Information Technology, ICICI Lombard
A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI.
These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.
Managers are important to organizations because they coordinate work activities to help accomplish organizational goals. Managers work at all levels in organizations and perform functions like planning, organizing, leading, and controlling. Effective managers need technical, human, and conceptual skills. The manager's job is being reshaped by factors like the importance of customers, innovation, and sustainability. Studying management helps understand these universal management principles and roles.
The document discusses the basics of management including its three main fields, functions, and definitions. It provides definitions of management from various authors that center around establishing goals, developing strategies to achieve goals, and coordinating activities. Management is described as the art of getting work done through others. The document also outlines six guidelines for effective management put forth by management professor George Miller. These guidelines focus on manager accountability, prioritizing management work, achieving coordination, unleashing employee creativity, and adjusting performance evaluations based on a company's growth stage.
The document summarizes a two-day strategy session for middle managers and supervisors. The session aims to improve professional and personal development skills through interactive exercises and discussions around topics like leadership, problem-solving, decision-making, and aligning individual and team goals with organizational strategy. Facilitators will use lectures, group activities, videos, and feedback to help participants gain clarity on performance expectations and better coordinate efforts to achieve shared objectives.
Management involves planning, organizing, and controlling resources to achieve goals efficiently, while leadership focuses on inspiring and guiding people towards a shared vision. Effective managers get work done on time and on budget by defining roles, monitoring performance, and problem-solving, whereas leaders motivate people and gain their commitment by developing a vision for the future and aligning people around it. Both management and leadership are needed for an organization to be successful.
The document provides an overview of key management concepts including:
1) Definitions of management focus on coordinating activities to achieve objectives and includes management as a factor of production alongside money, materials, and machines.
2) The management process involves planning, organizing, staffing, leading, and controlling resources to achieve organizational goals as defined through strategic, tactical, and operational plans aligned with the organizational mission.
3) Mintzberg's 10 roles of management categorize managerial responsibilities into interpersonal, informational, and decisional roles like figurehead, leader, monitor, spokesperson, entrepreneur, and negotiator.
These slides highlights the importance of positive leadership in project management. It covers the definition of leadership, impact of leadership on the organization, leaders vs. managers and the role of leadership during the project life cycle.
The document discusses the concepts of managerial excellence and business excellence. It defines managerial excellence as displaying strong leadership and management skills, obeying company policies, and getting the best from employees. Business excellence refers to outstanding organizational practices for achieving results based on fundamental values and models. The key aspects of managerial excellence are types of managers, required qualities, competencies, roles and skills. It emphasizes developing technical, human and conceptual skills through roles like monitoring, decision making, and people management.
Management processes include planning, organizing, leading and controlling resources which can be human, financial, technological or natural. There are different management styles such as traditional, team, and servant. Effective managers meet performance and satisfaction goals by building relationships with employees, being humble, sharpening communication skills, providing feedback, and empowering people. Key traits of effective managers are delegating wisely, setting goals, communicating, making time for employees, recognizing achievements, focusing on lasting solutions, and not taking themselves too seriously. Good managers manage performance for results, make change happen, act ethically, take responsibility for self-improvement, and project a positive self-image.
Chapter 8 Fall 2008 Bom Leadership & ManagementMr. Waye
This document discusses key concepts in management and leadership. It covers the changing roles of managers, functions of management like planning, organizing, leading and controlling, and approaches such as treating employees as partners and promoting teamwork. It also discusses topics like decision making, staffing, managing diversity, empowering employees, and the importance of communication and control in management.
This document outlines the principles and methodology of management, including defining managerial competencies, describing management functions and levels, and identifying the six core competencies of communication, planning and administration, teamwork, strategic action, multicultural awareness, and self-management. It provides learning objectives and concepts for understanding management, organizations, and the management process of planning, organizing, leading, and controlling resources to achieve organizational goals. Examples and models are used to illustrate managerial competencies and the levels of management from top to first-line managers.
This document discusses the basics of management. It defines management as planning, organizing, staffing, directing and controlling the activities of others to achieve objectives. The three main fields of administration are business administration, public administration, and school administration. In a school setting, production refers to instructional services that lead to learning outcomes. Common elements of management include establishing goals, developing strategies, organizing resources, and motivating people. The three main managerial tasks are managing work and organization, managing people, and managing production and operations. The document also outlines six guidelines for effective management.
Here are the key requirements for some common organizational resources:
Personnel:
- Recruit qualified candidates
- Onboard and train new hires
- Develop skills of current employees
- Manage performance and provide feedback
- Ensure adequate staffing levels
Technology:
- Hardware/software to support operations
- Systems for data management, security, backups
- Infrastructure for communication/collaboration
- Tools to improve efficiency and productivity
Finances:
- Revenue to cover expenses and growth needs
- Capital/funding sources for long-term investments
- Budgeting and expense management processes
- Financial reporting and accounting systems
Distribution:
- Warehousing and inventory management
- Transportation and logistics
This document provides an overview of a management principles course. It outlines the course methodology, which includes lectures, videos, cases, presentations, discussions and debates, research reports, and projects. It lists the instructor's contact information and webpage links. It then previews the first chapter on managing in a dynamic environment. This chapter will define managers and management, explain what managers do, and describe managerial competencies. It provides learning objectives and introduces concepts like competencies, managerial competencies, and a model of six core managerial competencies.
Chapter 1 intro to mgmt + planning 4 studentsRajat Gupta
This document provides an overview of the evolution of management thought from early theories like scientific management to more modern approaches. It discusses key contributors like Taylor who developed scientific management principles focusing on time-and-motion studies. Problems with scientific management led to administrative theory which sought efficiency and effectiveness through bureaucracy and clearly defined roles. Fayol further developed principles of management covering areas like division of labor, authority, and discipline. The evolution of management theory aims to find better ways to utilize organizational resources through the core functions of planning, organizing, leading and controlling.
principles of management Chapter 1 PPT.pptxRkSharafat
The document provides an overview of managers and management. It discusses the changing nature of organizations from hierarchical to decentralized structures. It defines managers as people who coordinate and oversee the work of others to accomplish organizational goals. Managers perform functions like planning, organizing, leading, and controlling. They also play roles like leaders, liaisons, decision makers, and information providers. The skills managers need include technical, human, and conceptual skills. The document also examines how the manager's job is changing with a focus on customers, innovation, technology, social media, and sustainability. It explores why the study of management is valuable given its universality and the rewards and challenges of being a manager.
This leadership development program for new managers and supervisors consists of 10 modules to help participants master crucial competencies for successful management. The modules will provide skills in areas like planning, organizing, coaching, motivating, delegating, communicating, providing feedback, developing others, performance management, and building team purpose. Upon completing the program, managers and supervisors will be prepared to tackle challenges with confidence and effectively lead their teams at the company.
This document provides an introduction to management concepts. It includes:
- An overview of management functions like planning, organizing, leading, and controlling.
- A discussion of competitive advantages like cost, quality, speed, and innovation.
- Descriptions of different types of managers and the interfaces between operations and other business functions.
- An outline of course topics like operations management, the new era of management with globalization and technology, and class grading structures.
The document outlines the principles and methodology of a management course. It discusses the key learning objectives of the course, which are to define management and what managers do. It also describes the core managerial competencies needed to be effective in various positions and organizations. These competencies include communication, planning and administration, teamwork, strategic action, multicultural competence, and self-management. The document also defines management, organizations, and the different levels and functions of management, including first-line managers, middle managers, and top managers.
Similar to Managers and entrepreneurs lesson 1 animated (20)
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
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2. LESSON
OBJECTIVES
will be able to:-
Define the term "management" and explain
the importance of efficiency and effectiveness
in management.
Explain why managers are important to
organizations
Identify and summarize 5 major drivers of
change for today's managers.
Distinguish between Managerial functions
and skills
Identify the eight core management
functions.
Demonstrate an understanding of Wilson's
three managerial competencies and explain
the practical importance of his research
findings.
Explain what Managers do and their roles
Describe entrepreneurs
3. REFERENCES
Ricky W. Griffin (2017) Management 12e
Robins and Coulter(2009) Management 10e
Robert Kreitner (2007) Management 10e
Robert Kreitner(2009) Principles of
Management 12e
4. INTRODUCTI
ON
Achieve
Managers
need to do
everything
possible to
achieve the
organizationa
l mission in a
competitive
world
Improve
Need to
strive to
improve and
overcome
obstacles and
resistance to
change
Teamwork
Need for
speed,
teamwork
and
flexibility
Relationships
Need to be
close to
customers
5. MANAGEME
NT
DEFINED …
What is
Management and
why it important to
the organization?
Management
definition
Management is the process
of working with and through
others to achieve
organisational objectives in a
changing environment
(Kreitner (2007,p5)
Management is a set activities
directed at an organization's
resources, with the aim of
achieving organizational goals in
an efficient and effective
manner(Griffin (2017,p5)
Central to the
definition is
balancing efficiency
and effectiveness
The key
aspect of the
Management
process are
1. Getting the
most out of the
limited
resources,
2. Working with
and through
others,
3. Balancing
effectiveness
and efficient
4. Achieving
organizational
objectives
6. Management Key aspects of
Kreitner and Griffin definitions
Change
4. Coping with the Changing environment
–Anticipate changes and adjust/Forward
thinking
Optimizing
3. Making the most of the limited
resources- Managers are trusted with
limited resources to maximize the returns
Objectives
2. Achieving Organisational Objectives-
These act as measuring sticks for
performance
Collaboration
1. Working with and through others –
Bringing individuals together for a
collective purpose
7. 5.Balancing
Effectiveness and
efficiency
• EFFECTIVENESS refers to “Doing the right things”
Doing work activities that will help to reach the
organisational goals e.g., Swinging a hammer in
the wall will be an effective way of killing a
trouble some fly. Car moving a (10,000km) long
distance will be effective, but very inefficient
• EFFICIENCY “Doing things right”,
Refers to getting the most output from the least
number of inputs. Managers need to optimize the
use of resources so that not to waste company
resources (people, Money, equipment etc).In the
example above, killing a fly by a Fly swatter will
be more efficient.
Make every Ngwee count towards the org.
objectives by thinking trough decisions, and
balancing Efficient and effectiveness
Efficiency
Effective
8. SOURCES
OF
CHANGE
FOR
TODAYS
MANAGER
S
Offshoring (outsourcing of jobs from developed countries
to lower wage countries, Reddit, Samsung Electronics,
Oracle, and Huawei, Ukraine)
2. THE EVOLUTION OF PRODUCT QUALITY –Fix it
approach to quality (rework defective products identified
by inspector), inspect it in approach(inspector sample
work in process) Build it in (Everyone becomes
responsible), design it in (customer and employee
involvement) Pencils, Pens, Books, Cars….
3. ENVIRONMENTALISM –Global warming, toxic waste,
pollution, Global warming and the green movement
(KCM pollution -2015- toxic discharge from Nchanga
had poisoned water sources and destroyed farmland,
result was court case in London-2,500 Zambian villagers
are to receive an undisclosed settlement
(https://www.bbc.com/news/world-africa-55725305-
9/04/2021)
4. AN ETHICAL REAWAKENING- Managers behaviors
are always in check (Conflict of interest, theft, drugs,
sexual harassment) Enron scandal, me too movement,
Black lives matters etc.
5. INTERNET AND E-BUSINESS REVOLUTION- online
business, virtual learning (Amazon, eBay, etc)
10. WHO ARE
MANAGERS?
• A manager is someone who Coordinates and
oversees the work of other people in order to
accomplish the organisational goals -Robbins
and Coulter (2009,p21)
• A manager is someone whose primary
responsibility is to carry out the management
process –Griffin (2017,p6)
• Manager’s work involves coordinating and
overseeing the work activities of others so that
their activities are completed efficiently and
effectively.
Michael Watkins once said, “Most new
Managers fail because they don’t have a
plan, they are not clear about the
business situation and they assume that
what made them successful in the past is
going to work in the current job, they
Wisdom
reflection!
11. WHAT DO
MANAGERS
DO?
Managerial Functions –are general
administrative duties that need to be
carried out in virtually all productive
organizations to achieve desired outcomes.
Managerial Skills are specific observable
behaviors that effective managers exhibit
–soft skills
Functions tell us what managers
generally do while skills tell us more
precisely how they carry out those
functions.
12. EIGHT (8)
MANAGE
RIAL
FUNCTIO
NS
Managerial functions refer to the
managerial job role from a task-
based perspective, while
managerial skills have to do with
the manager's ability to execute
the functions
Planning –Formulation of future courses of action and
deciding how best to meet them
Decision Making –Choosing among alternative courses of
action
Organizing- division of labour by assigning responsibility,
determining how best to group activities and resources
Staffing –recruiting the right people with the right
qualification for the right vacancies to do the job
Communication –instruction, knowledge, rules and
general information
Motivation – satisfying needs and meeting expectations
with valued rewards (Maslow –(physiological (food and clothing), safety (job
security), love and belonging needs (friendship), esteem, and self-actualization)
Leading –serving as role models making staff adapt to
Management style. Helping staff to work in the best
interest of the organization
Controlling – compare desired results against the actual
results and make amends. Monitoring and correcting
ongoing activities to facilitate goal attainment
13. WILSON’S MANAGERIAL SKILLS
SKILL CATEGORY SKILLS DESCRIPTION
TECHNICAL
Applying your education training
and experience to effectively
organize a task or job
1.Technical Expertise
Skills you have acquired by education and experience; to understand and
communicate key technical details
2. Clarification of goals and
objectives
Your ability to organize and schedule the work of your unit so it is achieved when
expected and meets established standards
3. Problem solving
The ability to resolve issues you confront in the days work; to develop team
collaboration in facing problems
4. Imagination and creativity
you demonstrate an ability to originate ideas, to correct and develop ways to
improve productivity
TEAMBUILDING
Listening carefully and
communicating clearly to develop
and coordinate an effective group
or team
5. Listening for insights
Keeping aware of the activities of your team and units close to you,
underpinning your ability to continue being a Manager
6. Directing and coaching
Meeting your objectives and standards; keeping your teams' skills up to target
level
7. Solving problems as teams
An important role is helping your team contribute ideas to improve their
performance
8. Coordinating and cooperating
Demonstrating a willingness to work with others; your group individuals and
units close to you
DRIVE
Setting goals, maintaining
standards, and evaluating
performance to achieve effective
outcomes involving costs, output,
product quality and customer
service
9. Standards of performance
Your effort to keep your part of the organization moving, your willingness to be
busy and keep aimed toward new accomplishments
10. Control of details
Overseeing the performance of work at close level to meet performance goals
and standards
11. Energy
Demonstration to your team and colleagues a readiness and
willingness to work and that you expect their cooperation
12. Exerting Pressure
Urging others to perform, by shaping your activity to be
perceived as team work not domination
14. Managerial
ROLES-refers to
specific actions
and behaviors
expected of a
manager
• INTERPERSONAL ROLES-involve dealing people
• Figurehead- taking victors to dinner, attending official
meeting, more ceremonial and symbolic
• Leader – hiring, training and motivating employee's
productivity to inspire achievement of org. goals.
• Liaison – serving as coordinator and link among people,
groups or organizations to them keep informed
• INFORMATIONAL ROLES-Collecting, receiving and
dissemination of information
• Monitor – Seeking information of value and be more
informed
• Disseminator – Transmitting relevant information to others
in the workplace
• Spokesperson – relays information in and outside the
organization
• DECISIONAL ROLES –Making decisions and choices
• Entrepreneur - Initiates business change and lead
investment decisions
• Disturbance handler- Handling difficult staff, strikes,
problems in public relations or corporate image
• Resource allocator – Manager decides how resources are
allocated and distributed
• Negotiator – Enters with other groups or organizations as a
representative e.g. Unions and deals
15. MANAGERS LOSE THEIR RIGHT TO DO
MANY THINGS
WHEN YOU ACCEPT TO BE A MANAGER YOU MUST BE
READY TO LOSE YOUR RIGHT TO;
1. Lose your temper
2. Be one of the gangs
3. Bring your personal problems to work
4. Vent your frustrations and express your opinion at work
5. Resist change
6. Pass the buck on tough assignments
7. Get even with adversaries
8. Play favorite
9. Put your self interest first
10. Ask others to do what you wouldn’t do
11. Expect to be immediately recognized and rewarded for
doing a good job
16. HOW DO
MANAGERS
LEARN TO
MANAGE?
In the Honeywell study of 3600 Managers ,
20% of the respondents – Relationship
30% of the respondents – Formal training and education
50% of the respondents - Job assignment (School of hard
knocks)
•Making a big mistake
•Being overstretched by a difficult assignment
•Feeling threatened
•Being stuck in an impasse or dilemma
•Suffering an injustice at work
•Loosing out to someone else
•Being personally attacked
They can also learn by integrating theory and practice and observing role
models
17. SMALL BUSINESS
MANAGEMENT
WHY ARE SMALL
BUSINESS
IMPORTANT TO
THE NATION?
Small business: an
independently
owned and
managed profit
seeking enterprise
with fewer than
100 employees
MYTHS ABOUT
SMALL
BUSINESSES
80% end in failure-
Study by Kirchhoff
found 18% failure
They are low wage
jobs- study by
David Birch, 4% of
small businesses
produced 70% of job
growth.
“Success of the of the small
business sector depends on
the right mix of money,
Talent, hard work, social
connections, luck and
opportunities”.
18. ENTREPRENUERSHIP
Entrepreneurship is the process by which individuals either on
their own or inside organizations pursue opportunities without
regard to the resources they currently control –Kreitner (2009,p21)
Entrepreneurship is the process of planning, organizing, operating
and assuming the risk of a start up venture –Griffin (2017,p275)
The process of starting a new business generally In response to an
opportunity –Robbin and Coulter (2009)
An entrepreneur is someone who engages in entrepreneurship
(Griffin 2017),
Job creation
Drive innovation
Contribute to the
economy
Potential to become big
org
Identifying niches in
established markets
Leading to New markets
19. Difference between an entrepreneur from a
general Manager
Entrepreneur Administrator/Manager
Visionary and bears all financial risks Works for salary with no financial
risk
Emphasize external/Market dimension Internal
Reward for effort is profit earned Renumeration
High Risk Low to moderate risk
Motivation is from a need to achieve Need to lead others
Process technical knowledge and
experience in innovation area
Managerial knowledge
Focus is on starting a business Smooth functioning of the
organization
20. REFLECTIO
N!
1. Distinguish between Managerial functions and
skills and identify the eight basic Managerial
functions?
2. Demonstrate your knowledge of Wilsons three
Managerial skill categories and explain the
practical significance of his research findings?
3. Identify and discuss the managerial roles played by
Managers and how they contribute to the organization?
4. Explain how Managers learn to manage and
debate differentiate Managers and entrepreneurs?
5. Challenge two myths about small business and
describe entrepreneurs?
Can you
remember?
Excuse me?