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Managers are affected by the organizational environment, and help to create it. Their role is instrumental in a successful organizational culture. In this week Solution Managing people effectively in extension programmes is a skill that requires constant planning and development. An extension programme manager can be defined as the person who is vested with formal authority over an organization or one of its sub units. He or she has status that leads to various interpersonal relations, and from this comes access to information. Information, in turn, enables the manager to devise strategies, make decisions, and implement action (Mintzberg, 1988). Management is concerned with the optimum attainment of organizational goals and objectives with and through other people. Extension management organizations are characterized by many strategies, wide spans of control, democracy, and autonomy. Their management practices cannot be reduced to one standard set of operating guidelines that will work for all organizations continually. However, all managers of professional organizations face the same challenge: to manage one\'s time, objectives, and resources in order to accomplish tasks and implement ideas (Waldron, 1994). Managers of extension programmes are painfully aware of the need for revision and development of the new skill sets held by today\'s high performers. If change is not handled correctly, it can be more devastating then ever before. High performers reflect, discover, assess, and act. They know that a new focus on connecting the heads, hearts, and hands of people in their organization is necessary. Astute managers know what needs to be done but struggle with how to do it. Quite often they prefer to consider themselves as teachers or communicators rather than managers. This results in under-utilization of the increasing amount of literature on management theory and practice. The root of the problem is implementation. They must learn how to motivate others and build an efficient team. More formally defined, management is the process by which people, technology, job tasks, and other resources are combined and coordinated so as to effectively achieve organizational objectives. A process or function is a group of related activities contributing to a larger action. Management functions are based on a common philosophy and approach. They centre around the following: 1. Developing and clarifying mission, policies, and objectives of the agency or organization 2. Establishing formal and informal organizational structures as a means of delegating authority and sharing responsibilities 3. Setting priorities and reviewing and revising objectives in terms of changing demands 4. Maintaining effective communications within the working group, with other groups, and with the larger community 5. Selecting, motivating, training, and appraising staff 6. Securing funds and managing budgets; evaluating accomplishments and 7. Being accountable to staff, the larger .
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This document provides an overview of modern management theories and practices. It begins by defining management as the process of coordinating individual efforts to accomplish organizational goals. The document then outlines several key aspects of management including its objectives, functions, and importance. Specifically, it discusses the managerial functions of planning, organizing, staffing, leading, and controlling. It emphasizes that effective management requires both theoretical knowledge and practical application. The document provides context on management's role in solving problems, administration, human resources, and leadership. It aims to promote excellence among managers and encourage applying management theory to day-to-day operations.
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This document provides an overview of modern management theories and practices. It begins by defining management and outlining its key objectives, functions, and goals. Planning, organizing, staffing, leading, and controlling are identified as the five main functions of management. The document discusses different management skills required at various levels of an organization. It emphasizes the importance of studying management theory to better understand relationships between variables and apply principles to real-world management. Various management theories are then discussed to provide frameworks for analyzing organizational practices.
what steps should be taken to revise and implement an improved organiz.docx
what steps should be taken to revise and implement an improved organizational struture and quality management system?
Solution
Organizations constantly encounter forces driving them to change. Because change means doing something new and unknown, the natural reaction is to resist it. Extension programme managers must overcome this resistance and adopt innovative and efficient management techniques to remain high performers. They must improve their personal, team, and cultural management skills if they hope to adapt themselves to a changing world. Overwhelmingly, current management wisdom touts the goal of getting decisions made as low down in the organization as possible.
The basic idea is that since people closest to the work are likely to know the most about solving problems in their areas, they should be involved in the decisions concerning those areas. An added benefit is that they are more motivated if they have some control over their work and over their own destinies.
There is still considerable discussion as to whether management is an art or a science, a philosophy or a skill. No one sustainable model can holistically encompass all management situations and environments. Management can be defined as the rational assessment of a situation and the systematic selection of goals and purposes; the systematic development of strategies to achieve these goals; the marshalling of the required resources, the rational design, organization, direction, and control of the activities required to attain the selected procedures (McNeil & Clemmer, 1988). Managers typically engage in a large number of discrete activities each day, and the average number of activities appears to increase at lower levels of management. The activities, however, are usually very brief in duration
To carry out their responsibilities, managers need to obtain recent, relevant information that exists in books, journals, and people\'s heads who are widely scattered within and outside the organization. They have to make decisions based on information that is both overwhelming and incomplete. In addition, managers need to get cooperation from subordinates, peers, superiors, and people over whom they may have no formal authority. Factors that affect managers include level of management, size of the organizational unit, function of the unit, lateral interdependence, crisis conditions, and stage in the organizational life cycle.
Despite all these demands and constraints, managers do have some alternatives. They have a choice in what aspects of the job to emphasize and how to allocate their time. Generally managers are engaged in four types of activities: 1) building and maintaining relationships, (2) getting and giving information, (3) influencing people, and (4) decision making.
.
management
This document discusses management theory and practice. It defines management as "a set of activities directed at achieving organizational goals efficiently, including planning, organizing, leading, and controlling resources." Organization science focuses on organizational structure and functions, while management science focuses on managing individuals and stakeholder relations. Effective management requires a blend of both the science of rational decision making and analysis as well as the art of personal experience and intuition. Managers must have skills in technical areas, motivating people, and conceptual thinking. The primary responsibilities of managers are to carry out the management process of planning, organizing, leading, and controlling work.
Essentials of management
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals effectively and efficiently. The document outlines the traditional management functions and describes the types of managers (strategic, tactical, operational), skills required of managers (technical, interpersonal, conceptual), and levels of management (first-line, middle, top). Good managers focus on both effectiveness, doing the right things, and efficiency, doing things right, to accomplish organizational objectives with minimum waste of resources.
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Organization development is a planned, organization-wide effort led by top management to increase effectiveness and health through interventions. It responds to change by altering beliefs, attitudes, values, and structure using education strategies. The goal is to help organizations adapt to new technologies, markets, and challenges through changes to culture. Organization development uses action research methods like collecting data on problems and taking action based on analysis. It must address actual needs for change identified by the organization and involve them in planning and implementing changes.
Building strong leadership
Leadership skills are related to analytical and human capacities that drive organizations to significant growth and senior managers to leaders.
Mechanical Engineer A technology that had being since the last .pdf
Mechanical Engineer
A technology that had being since the last 3 years and then which might need some
modifications or improvenment for better use? Follow the points below
What is about the technology?
How was it been use?
How can that been improve?
The benefit of the improvenment?
Solution
What Is Technology?Technology is a body of knowledge devoted to creating tools, processing
actions and extracting of materials. The term ‘Technology” is wide and everyone has their own
way of understanding the meaning of technology. We use technology to accomplish various
tasks in our daily lives, in brief; we can describe technology as products, processes or
organizations. We use technology to extend our abilities, and that makes people as the most
important part of any technological system.
Technology is also an application of science to solve a problem. But what you have to know is
that technology and science are different subjects which work hand-in-hand to accomplish a
specific task or solve a particular problem.
We apply technology in almost everything we do in our lives, we use technology at work, we use
it to , extract materials , we use technology for communication, transportation, learning,
manufacturing, creating artifacts, securing data, scaling businessesand so much more.
Technology is human knowledge which involves tools, materials and systems. The application of
technology results in artifacts or products. If technology is well applied, it can benefit humans,
but if it is wrongly applied, it can cause harm to human beings.
Many businesses are using technology to stay competitive, they create new products and services
using technology, and they also use technology to deliver those products and services to their
customers on time. A good example is, mobile phones companies like Apple &Samsung, these
two electronics companies, use high end technology to create new smartphones and other
electronic devices to stay competitive. This competitive edge is gained through employing
advanced technology.
Managing people effectively in extension programmes is a skill that requires constant planning
and development. An extension programme manager can be defined as the person who is vested
with formal authority over an organization or one of its sub units. He or she has status that leads
to various interpersonal relations, and from this comes access to information. Information, in
turn, enables the manager to devise strategies, make decisions, and implement action (Mintzberg,
1988). Management is concerned with the optimum attainment of organizational goals and
objectives with and through other people. Extension management organizations are characterized
by many strategies, wide spans of control, democracy, and autonomy. Their management
practices cannot be reduced to one standard set of operating guidelines that will work for all
organizations continually. However, all managers of professional organizations face the same
challenge: to manage one\'s time, o.
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This document provides an overview of modern management theories and practices. It begins by defining management as the process of coordinating individual efforts to accomplish organizational goals. The document then outlines several key aspects of management including its objectives, functions, and importance. Specifically, it discusses the managerial functions of planning, organizing, staffing, leading, and controlling. It emphasizes that effective management requires both theoretical knowledge and practical application. The document provides context on management's role in solving problems, administration, human resources, and leadership. It aims to promote excellence among managers and encourage applying management theory to day-to-day operations.
8807 unpan025765
This document provides an overview of modern management theories and practices. It begins by defining management and outlining its key objectives, functions, and goals. Planning, organizing, staffing, leading, and controlling are identified as the five main functions of management. The document discusses different management skills required at various levels of an organization. It emphasizes the importance of studying management theory to better understand relationships between variables and apply principles to real-world management. Various management theories are then discussed to provide frameworks for analyzing organizational practices.
what steps should be taken to revise and implement an improved organiz.docx
what steps should be taken to revise and implement an improved organizational struture and quality management system?
Solution
Organizations constantly encounter forces driving them to change. Because change means doing something new and unknown, the natural reaction is to resist it. Extension programme managers must overcome this resistance and adopt innovative and efficient management techniques to remain high performers. They must improve their personal, team, and cultural management skills if they hope to adapt themselves to a changing world. Overwhelmingly, current management wisdom touts the goal of getting decisions made as low down in the organization as possible.
The basic idea is that since people closest to the work are likely to know the most about solving problems in their areas, they should be involved in the decisions concerning those areas. An added benefit is that they are more motivated if they have some control over their work and over their own destinies.
There is still considerable discussion as to whether management is an art or a science, a philosophy or a skill. No one sustainable model can holistically encompass all management situations and environments. Management can be defined as the rational assessment of a situation and the systematic selection of goals and purposes; the systematic development of strategies to achieve these goals; the marshalling of the required resources, the rational design, organization, direction, and control of the activities required to attain the selected procedures (McNeil & Clemmer, 1988). Managers typically engage in a large number of discrete activities each day, and the average number of activities appears to increase at lower levels of management. The activities, however, are usually very brief in duration
To carry out their responsibilities, managers need to obtain recent, relevant information that exists in books, journals, and people\'s heads who are widely scattered within and outside the organization. They have to make decisions based on information that is both overwhelming and incomplete. In addition, managers need to get cooperation from subordinates, peers, superiors, and people over whom they may have no formal authority. Factors that affect managers include level of management, size of the organizational unit, function of the unit, lateral interdependence, crisis conditions, and stage in the organizational life cycle.
Despite all these demands and constraints, managers do have some alternatives. They have a choice in what aspects of the job to emphasize and how to allocate their time. Generally managers are engaged in four types of activities: 1) building and maintaining relationships, (2) getting and giving information, (3) influencing people, and (4) decision making.
.
management
This document discusses management theory and practice. It defines management as "a set of activities directed at achieving organizational goals efficiently, including planning, organizing, leading, and controlling resources." Organization science focuses on organizational structure and functions, while management science focuses on managing individuals and stakeholder relations. Effective management requires a blend of both the science of rational decision making and analysis as well as the art of personal experience and intuition. Managers must have skills in technical areas, motivating people, and conceptual thinking. The primary responsibilities of managers are to carry out the management process of planning, organizing, leading, and controlling work.
Essentials of management
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals effectively and efficiently. The document outlines the traditional management functions and describes the types of managers (strategic, tactical, operational), skills required of managers (technical, interpersonal, conceptual), and levels of management (first-line, middle, top). Good managers focus on both effectiveness, doing the right things, and efficiency, doing things right, to accomplish organizational objectives with minimum waste of resources.
Organization development full note nepal bank preparation
Organization development is a planned, organization-wide effort led by top management to increase effectiveness and health through interventions. It responds to change by altering beliefs, attitudes, values, and structure using education strategies. The goal is to help organizations adapt to new technologies, markets, and challenges through changes to culture. Organization development uses action research methods like collecting data on problems and taking action based on analysis. It must address actual needs for change identified by the organization and involve them in planning and implementing changes.
Building strong leadership
Leadership skills are related to analytical and human capacities that drive organizations to significant growth and senior managers to leaders.
Mechanical Engineer A technology that had being since the last .pdf
Mechanical Engineer
A technology that had being since the last 3 years and then which might need some
modifications or improvenment for better use? Follow the points below
What is about the technology?
How was it been use?
How can that been improve?
The benefit of the improvenment?
Solution
What Is Technology?Technology is a body of knowledge devoted to creating tools, processing
actions and extracting of materials. The term ‘Technology” is wide and everyone has their own
way of understanding the meaning of technology. We use technology to accomplish various
tasks in our daily lives, in brief; we can describe technology as products, processes or
organizations. We use technology to extend our abilities, and that makes people as the most
important part of any technological system.
Technology is also an application of science to solve a problem. But what you have to know is
that technology and science are different subjects which work hand-in-hand to accomplish a
specific task or solve a particular problem.
We apply technology in almost everything we do in our lives, we use technology at work, we use
it to , extract materials , we use technology for communication, transportation, learning,
manufacturing, creating artifacts, securing data, scaling businessesand so much more.
Technology is human knowledge which involves tools, materials and systems. The application of
technology results in artifacts or products. If technology is well applied, it can benefit humans,
but if it is wrongly applied, it can cause harm to human beings.
Many businesses are using technology to stay competitive, they create new products and services
using technology, and they also use technology to deliver those products and services to their
customers on time. A good example is, mobile phones companies like Apple &Samsung, these
two electronics companies, use high end technology to create new smartphones and other
electronic devices to stay competitive. This competitive edge is gained through employing
advanced technology.
Managing people effectively in extension programmes is a skill that requires constant planning
and development. An extension programme manager can be defined as the person who is vested
with formal authority over an organization or one of its sub units. He or she has status that leads
to various interpersonal relations, and from this comes access to information. Information, in
turn, enables the manager to devise strategies, make decisions, and implement action (Mintzberg,
1988). Management is concerned with the optimum attainment of organizational goals and
objectives with and through other people. Extension management organizations are characterized
by many strategies, wide spans of control, democracy, and autonomy. Their management
practices cannot be reduced to one standard set of operating guidelines that will work for all
organizations continually. However, all managers of professional organizations face the same
challenge: to manage one\'s time, o.
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- Management principles have both universal and situational aspects and are drawn from various disciplines like psychology, economics, and statistics. Management can be considered both an art and a science.
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- The roles and skills of managers at different levels in an organization
- Key concepts in management like productivity, effectiveness, efficiency, and the evolution of management thought
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Assignment 2: Discussion Question
Based upon the assigned reading for
Module 1
, describe how the evolutions of healthcare delivery in the United States positively or negatively affect the current health care system. Provide examples with your response.
INTRODUCTION
Managers are found in every organization. They apply principles of management to address basic organizational needs. Systems thinking provides a useful paradigm and structure for managerial activities. Quality initiatives and good customer service enhance the operations and potential for success of any organization. This chapter introduces all three subjects: management, systems thinking, and quality improvement.
MANAGEMENT
Management evokes images of control, motivation, and operations—internal activities that are essential in organizations. Referring to the individuals who perform those activities, one contemporary source defines management as “those in charge of running a business” (Princeton University
2010
). Another offers the following definition: “the person or persons that are in charge of running a business establishment, organization or institution” (American Heritage
2006
). Traditionally, the primary activities (also referred to as functions) of managers have been categorized as planning, organizing, leading or motivating, and controlling (Schermerhorn
2009
). In this book, we use the term
facilitating
to encompass the motivational and leadership activities emphasized in health organizations. We also add the activity
improving
to each of the four functions to emphasize the foundational importance of continuous quality improvement in all management activities. The chapters of this book are grouped around the four management functions of:
planning for improvement, organizing for improvement, facilitating improvement
, and
control and improvement
. Managers and the four categories of management activities are essential to ensure the smooth operation of an entity.
Management has many experts (both by reputation and by self-proclamation) who have published books on the subject (see references and resources at the end of the chapter). The common thread is the need to guide an organization toward its goals. A related common element of a manager’s job is providing guidance and sufficient resources for employees to be productive. Other important aspects of managing that have emerged more recently include applying systems thinking, continuously improving the quality of services and programs, and providing excellent customer service. These are discussed in greater detail later in this chapter.
Competencies are defined as effective applications of knowledge, skills, attitudes, and values in complex situations (Calhoun et al.
2002
). A diverse range of managerial competencies is needed in all working milieus. Work that is related to health is undertaken in a wide variety of settings, including private organizations that are classified as for-profit or nonprofit and pub.
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Helps subordinates with their work and personal problems.
Figurehead: Represents the organization at formal functions.
Leader: Motivates and guides subordinates.
Liaison: Maintains contact with people outside the organization.
Informational roles:
Monitor: Watches the organization and its environment to detect internal and external threats or opportunities.
Disseminator: Passes information throughout the organization.
Spokesperson: Speaks to stakeholders on behalf of the organization.
Decisional roles:
Entrepreneur: Initiates change and handles uncertainty.
Disturbance handler: Handles unexpected problems and crises.
Resource allocator: Decides how to use resources like people
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The document discusses management process and planning. It defines management process as the process of accomplishing predetermined objectives through interrelated functions like planning, organizing, directing, and controlling. Planning is described as the primary function of management and the starting point for other functions. The summary outlines the key steps in planning as determining objectives, analyzing data, assessing strengths and weaknesses, establishing goals and strategies, creating a timeline and plan document, implementing, and evaluating the plan.
Principles of management
all basic concept of management. what is organization? what are organizational resources and how to manage them? what is management? how it is related to the other disciplines? who is manager?what are levels of managers? functions of managers? management styles and other concepts,
Organization and Management
The Nature of Organization and Management; Structural elements of Management;Management Functions; O and M in Public Sector; O and M Techniques;
Intro to management
This document discusses organizational management and leadership theories. It covers management structure and functions including planning, organizing, leading, and controlling. It also discusses marketing functions and their relation to business success. Additionally, it examines talent management and organizational culture and structure and their interrelations. Management can be defined as the process of organizing, decision making, guiding, motivating, and coordinating employees to achieve objectives.
organization Management
This document provides an overview of organizations and management. It defines an organization as a social unit of people that is structured and managed to meet a need or pursue collective goals. There are three levels of management in organizations: top level management which determines objectives and policies, middle level management which implements plans and coordinates activities, and low level management which directs workers and communicates between workers and higher levels of management. The document also summarizes several management theories including scientific management, behavioral management, contingency theory, and systems theory.
Match the following variables to their level of measurement Age, Ra.pdf
Match the following variables to their level of measurement Age, Race, Temperature
(F),Socioeconomic status (low, medium, high) A.Ratio B Nominal C. Interval, D. Ordinal
Solution
Age: C. Interval Race : B Nominal Temperature (F): A.Ratio Socioeconomic status
(low, medium, high) : D. Ordinal.
Match the descriptions of the sensor concepts belowA. Measurand.pdf
Match the descriptions of the sensor concepts below:
A. Measurand
B. Calibration
C. Transducer
D. Accuracy
E. Discrimination
F. Precision
G. Sensitivity
a process for establishing and quantifying the relationship between the measurand and the signal
variable.
represents the sensors ability to reproduce and repeat measurements in different situations.
represents the senors ability to detect changes in the physical process.
compares the value of a measured result to the true value. a device that converts a signal from
one physical form to another signal with a different physical form.
a characteristic of a physical process that is to be measured. describes
the relationship between the output and input of the sensor.
Solution
1 Measurand -a characteristic of a physical process that is to be measured.
2 Calibration - a process for establishing and quantifying the relationship between the measurand
and the signal variable.
3 Transducer - a device that converts a signal from one physical form to another signal with a
different physical form.
4 Accuracy -compares the value of a measured result to the true value.
5 Discrimination - relationship between the output and input of the sensor
6 Precision -represents the sensors ability to reproduce and repeat measurements in different
situations.
7 Sensitivity - represents the senors ability to detect changes in the physical process.
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Managers are responsible for overseeing organizational resources to achieve goals. The four main functions of management are planning, organizing, leading, and controlling. Planning involves setting goals and strategies, organizing establishes the organizational structure, leading provides vision and motivation, and controlling monitors performance. Managers at different levels have varying responsibilities, from first-line managers overseeing operations to top managers establishing company-wide goals. Globalization and technology are changing management roles and requiring new skills.
pptonmanagerialskills-130922024908-phpapp02.pdf
Managers are responsible for overseeing organizational resources to achieve goals. The four main functions of management are planning, organizing, leading, and controlling. Planning involves setting goals and strategies, organizing establishes the organizational structure, leading provides vision and motivation, and controlling monitors performance. Managers at different levels have varying responsibilities, from overseeing day-to-day operations for first-line managers to establishing company-wide goals and strategies for top managers. Modern management trends include flatter hierarchies, outsourcing, empowering employees, and self-managed teams.
Introduction to Management
This document provides an introduction to management, including definitions of management, the nature and importance of management, and the functions and levels of management. Some key points:
- Management involves planning, organizing, staffing, directing, and controlling organizational resources and activities to achieve goals. It is the process of working with and through people.
- Management principles have both universal and situational aspects and are drawn from various disciplines like psychology, economics, and statistics. Management can be considered both an art and a science.
- The importance of management includes effective resource utilization, development of resources, ensuring organizational continuity, and integrating various stakeholder groups.
- Managers at different levels perform different functions, with top managers
A leaders guide itle-clark1
This document provides a summary of leadership theories and strategies for developing talent within an organization. It discusses the importance of leadership and talent development in maintaining organizational success. The document outlines key leadership theories and traits of talented individuals, such as intelligence, motivation, and leadership skills. It also discusses the role of current leadership in identifying and developing future leaders through assessing skills, providing professional development opportunities, and replacing chronic underperformers. The goal is to build a workforce with "competitive capacity" through strategic thinking, coaching, cross-functional knowledge, industry knowledge, and collaboration. A variety of leadership theories are presented, but no single theory is identified as best, and a contingency approach is recommended to account for all situational factors.
Management (mba)
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals. The document discusses:
- Definitions of management from various perspectives
- The four main resources that organizations use: human, financial, physical, and information
- The roles and skills of managers at different levels in an organization
- Key concepts in management like productivity, effectiveness, efficiency, and the evolution of management thought
- The five main functions of all managers as planning, organizing, staffing, leading, and controlling
Assignment 2 Discussion QuestionBased upon the assigned reading f.docx
Assignment 2: Discussion Question
Based upon the assigned reading for
Module 1
, describe how the evolutions of healthcare delivery in the United States positively or negatively affect the current health care system. Provide examples with your response.
INTRODUCTION
Managers are found in every organization. They apply principles of management to address basic organizational needs. Systems thinking provides a useful paradigm and structure for managerial activities. Quality initiatives and good customer service enhance the operations and potential for success of any organization. This chapter introduces all three subjects: management, systems thinking, and quality improvement.
MANAGEMENT
Management evokes images of control, motivation, and operations—internal activities that are essential in organizations. Referring to the individuals who perform those activities, one contemporary source defines management as “those in charge of running a business” (Princeton University
2010
). Another offers the following definition: “the person or persons that are in charge of running a business establishment, organization or institution” (American Heritage
2006
). Traditionally, the primary activities (also referred to as functions) of managers have been categorized as planning, organizing, leading or motivating, and controlling (Schermerhorn
2009
). In this book, we use the term
facilitating
to encompass the motivational and leadership activities emphasized in health organizations. We also add the activity
improving
to each of the four functions to emphasize the foundational importance of continuous quality improvement in all management activities. The chapters of this book are grouped around the four management functions of:
planning for improvement, organizing for improvement, facilitating improvement
, and
control and improvement
. Managers and the four categories of management activities are essential to ensure the smooth operation of an entity.
Management has many experts (both by reputation and by self-proclamation) who have published books on the subject (see references and resources at the end of the chapter). The common thread is the need to guide an organization toward its goals. A related common element of a manager’s job is providing guidance and sufficient resources for employees to be productive. Other important aspects of managing that have emerged more recently include applying systems thinking, continuously improving the quality of services and programs, and providing excellent customer service. These are discussed in greater detail later in this chapter.
Competencies are defined as effective applications of knowledge, skills, attitudes, and values in complex situations (Calhoun et al.
2002
). A diverse range of managerial competencies is needed in all working milieus. Work that is related to health is undertaken in a wide variety of settings, including private organizations that are classified as for-profit or nonprofit and pub.
Department of Management Sciences.docx
This document contains an assignment submitted by Ayesha Shaukat to Dr. Zohra Saleem at COMSATS University Abbottabad. It addresses 4 questions about management. For the first question, management is important for goal achievement, resource management, coordination, decision-making, people management, efficiency, and innovation. Effective management involves leadership, communication, strategic thinking, decision-making, motivation, and improvement. Good management has characteristics like leadership, communication, strategic thinking, decisiveness, resource allocation, improvement, and empowerment. Studying management provides career opportunities, development, skills for business ownership, tools for improvement, and knowledge for working globally.
PRINCIPLES OF HRM-BDWT3-2020.pptx
Helps subordinates with their work and personal problems.
Figurehead: Represents the organization at formal functions.
Leader: Motivates and guides subordinates.
Liaison: Maintains contact with people outside the organization.
Informational roles:
Monitor: Watches the organization and its environment to detect internal and external threats or opportunities.
Disseminator: Passes information throughout the organization.
Spokesperson: Speaks to stakeholders on behalf of the organization.
Decisional roles:
Entrepreneur: Initiates change and handles uncertainty.
Disturbance handler: Handles unexpected problems and crises.
Resource allocator: Decides how to use resources like people
Building a coaching culture for change management 2018
Building a Coaching Culture for Change Management is the fifth annual research paper on Coaching cultures within organisations. A partnership between the Human Capital Institute (HCI) & the International Coaching Federation (ICF).
unit2 nursing management.pptx
The document discusses management process and planning. It defines management process as the process of accomplishing predetermined objectives through interrelated functions like planning, organizing, directing, and controlling. Planning is described as the primary function of management and the starting point for other functions. The summary outlines the key steps in planning as determining objectives, analyzing data, assessing strengths and weaknesses, establishing goals and strategies, creating a timeline and plan document, implementing, and evaluating the plan.
Principles of management
all basic concept of management. what is organization? what are organizational resources and how to manage them? what is management? how it is related to the other disciplines? who is manager?what are levels of managers? functions of managers? management styles and other concepts,
Organization and Management
The Nature of Organization and Management; Structural elements of Management;Management Functions; O and M in Public Sector; O and M Techniques;
Intro to management
This document discusses organizational management and leadership theories. It covers management structure and functions including planning, organizing, leading, and controlling. It also discusses marketing functions and their relation to business success. Additionally, it examines talent management and organizational culture and structure and their interrelations. Management can be defined as the process of organizing, decision making, guiding, motivating, and coordinating employees to achieve objectives.
organization Management
This document provides an overview of organizations and management. It defines an organization as a social unit of people that is structured and managed to meet a need or pursue collective goals. There are three levels of management in organizations: top level management which determines objectives and policies, middle level management which implements plans and coordinates activities, and low level management which directs workers and communicates between workers and higher levels of management. The document also summarizes several management theories including scientific management, behavioral management, contingency theory, and systems theory.
Similar to Managers are affected by the organizational environment, and help to.pdf (20)
Assignment 2 Discussion QuestionBased upon the assigned reading f.docx
Assignment 2 Discussion QuestionBased upon the assigned reading f.docx
Building a coaching culture for change management 2018
Building a coaching culture for change management 2018
More from director41
Match the following variables to their level of measurement Age, Ra.pdf
Match the following variables to their level of measurement Age, Race, Temperature
(F),Socioeconomic status (low, medium, high) A.Ratio B Nominal C. Interval, D. Ordinal
Solution
Age: C. Interval Race : B Nominal Temperature (F): A.Ratio Socioeconomic status
(low, medium, high) : D. Ordinal.
Match the descriptions of the sensor concepts belowA. Measurand.pdf
Match the descriptions of the sensor concepts below:
A. Measurand
B. Calibration
C. Transducer
D. Accuracy
E. Discrimination
F. Precision
G. Sensitivity
a process for establishing and quantifying the relationship between the measurand and the signal
variable.
represents the sensors ability to reproduce and repeat measurements in different situations.
represents the senors ability to detect changes in the physical process.
compares the value of a measured result to the true value. a device that converts a signal from
one physical form to another signal with a different physical form.
a characteristic of a physical process that is to be measured. describes
the relationship between the output and input of the sensor.
Solution
1 Measurand -a characteristic of a physical process that is to be measured.
2 Calibration - a process for establishing and quantifying the relationship between the measurand
and the signal variable.
3 Transducer - a device that converts a signal from one physical form to another signal with a
different physical form.
4 Accuracy -compares the value of a measured result to the true value.
5 Discrimination - relationship between the output and input of the sensor
6 Precision -represents the sensors ability to reproduce and repeat measurements in different
situations.
7 Sensitivity - represents the senors ability to detect changes in the physical process.
Mary Tiles and Hans OberdiekConflicting Visions of Technology,.pdf
Mary Tiles and Hans Oberdiek
\"Conflicting Visions of Technology\",
1. What is the main position of the Optimistic view of technology? Give some examples and
some of the ways in which the position is justified.
2. What is the main position of the Pessimistic view of technology? Give some examples and
some of the ways in which the position is justified.
3. Given that most people probably hold views that have both optimistic and pessimistic, how do
you tend to view technology? Give some reasons for your view.
Solution
For example In engineering ethics, the responsibility of engineers is often discussed in relation to
code of ethics that articulate specific responsibilities of engineers. Such codes of ethics stress
three types of responsibilities of engineers: (1) conducting the profession with integrity and
honesty and in a competent way, (2) responsibilities towards employers and clients and (3)
responsibility towards the public and society. With respect to the latter, most US codes of ethics
maintain that engineers ‘should hold paramount the safety, health and welfare of the public’. The
risks of technology are one of the traditional ethical concerns in the ethics of technology. Risks
raise not only ethical issues but other philosophical issues, such as epistemological and decision-
theoretical issues as well.
Mary is paid biweekly. She is married and claims two exemptions on h.pdf
Mary is paid biweekly. She is married and claims two exemptions on her tax return. After she
takes out her contributions for health insurance coverage and her 401(k), her gross taxable pay is
$2340.15. How much should her employer withhold for federal income taxes?
Solution
because there are plenty of people who legitimately have no taxes withheld --
because they are independent contractors and pay in their own taxes -- the IRS and states do not
know if or when an employer should be withholding until someone tells them. you, on the other
hand, have been receiving checks. presumably, those checks have stubs attached that show the
calculations and thus you\'ve known that no deductions were being made. you had the
opportunity to correct this some time ago [weeks, months, last January?] and apparently did not.
so, you are still responsible for the income taxes due to the government and you will have to pay
them. If you received a form 1099, you\'ll have to file as an independent contractor and pay the
self-employment taxes as well..
Mary arrives at a bus stop at 11 oclock, knowing that the bus will.pdf
Mary arrives at a bus stop at 11 o\'clock, knowing that the bus will arrive at some time
uniformly distributed between 11 and 11:30. (a) What is the probability that she will have to
wait longer than 10 minutes? (b) If at 11:15 the bus has not yet arrived, what is the probability
that she has to wait at least an additional 10 minutes?
Solution
since uniform P = 20/30 = 2/3 = 0.667
b) so only 15 minutes remain
so now 5/15 = 1/3 = 0.33.
Mary is Planning for her day Off..She has three options, Stay home.pdf
Mary is Planning for her day Off..She has three options,
Stay home : value $10, cost $0
Walking: value $25, cost $10
Road trip: value $40, cost $25
Ifmary decided to go on the road trip, what is her opportunity cost?
Solution
Opportunity cost would include the value that Mary would get if she had not gone to the road trip
i.e., what is she sacrificing for her trip.
So,
OC = $10 (value at home) + $25 (Walking) = $35.
Mary and John are taking a mathematics course. This course has only.pdf
Mary and John are taking a mathematics course. This course has only three grades: A, B, and C.
The probability that John gets a B is 0.3. The probability that Mary gets a B is 0.4. The
probability that neither gets an A but at least one gets a B is 0.1. What is the probability that at
least one gets a B but neither gets a C? (Hint: let the sample space be the set of ordered pairs
(John
Solution
P (Desired event ) = Neither gets C but atleast one gets B
Let us define the following
Ja = probability that John gets A
Jb = probability that John gets B
Jc = probability that John gets C
Ma = probability that Mary gets A
Mb = probability that Mary gets B
Mc = probability that Mary gets C
Desired event = Ma Jb + Mb Jb + Mb Ja
We also know that Ma+Mb+Mc = 1 and Ja+Jb+Jc = 1
So
Ma = 1- ( Mb + Mc ) and Ja = 1 - ( Jb + Jc )
P = ( 1- ( Mb + Mc ) ) * Jb + Mb Jb + ( 1 - ( Jb + Jc ) ) * Mb
P = Jb - Jb Mb - Jb Mc + Mb Jb + Mb - Jb Mb - Mb Jc
P = Jb + Mb - ( Jb Mc + Jb Mb + Jc Mb )
We also know that probability that neither gets A but atleast one gets B is 0.1 = Jb Mc + Jb Mb +
Jc Mb
so P = 0.3+0.4 - 0.1 = 0.6
Answer is 0.6.
Martins Mail Service purchased equipment for $2,500. Martin Paid $.pdf
Martin\'s Mail Service purchased equipment for $2,500. Martin Paid $500 in cash and signed a
note for the balance. Martin debited (increased) the Equipment account, credited (decreased) the
Cash account, and:
A. nothing further must be done
B. debited (increased) the Martin, Capital account for $2,000
C. credited (reduced) some other asset account for $2,000
D. credited (increased) a liability account for $2,000
Solution
entry required is:
hence the answer is DEquipment$2500To cash$500To notes payable$2000.
Mary and Jane play a matching pennies game with a fair coin. They si.pdf
Mary and Jane play a matching pennies game with a fair coin. They simulateously ?ip a penny. If
the coins match (both H or both T) Mary wins a penny, and if they do not match, Jane wins a
penny. If they play four rounds, what is the probability that Mary ends up with a greater number
of pennies than Jane given that Mary wins the ?rst round.
Solution
M M M J
M M J M
M J M M
these 3 are possibilities that mary ends with high coins
so probability = (1/2)^3+(1/2)^3+(1/2)^3 = 3/8 = 0.375.
Martin Industries just paid an annual dividend of $1.90 a share. The.pdf
Martin Industries just paid an annual dividend of $1.90 a share. The market price of the stock is
$50.90 and the growth rate is 7.2 percent. What is the firm\'s cost of common equity (retained
earnings)?
Solution
cost of common equity=D(1-g)/price + g
D = dividend =1.90
G =growth rate =7.2 %
cost of common equity = 1.90*(1.072)/50.90 +7.2% =11.20%.
Martha, Elena, Jack, Lupe, Rachel, and Julio are in the math club. T.pdf
Martha, Elena, Jack, Lupe, Rachel, and Julio are in the math club. The club advisor will assign
students to 2-person teams at the next Math Team competition. How many 2-person teams can
be formed from these six students?
Solution
2! / (2! * 6!).
Marks 5The correlation between two variables A and B is.pdf
Marks: 5
The correlation between two variables A and B is .12 with a significance of p < .01, what can we
concluded?
Choose one answer.a. That there is a small relationship between A and B.b. That there is a
substantial relationship between A and B.c. All of the above.d. That variable A causes variable
B.
Question2
Marks: 5
How much variance has been explained by a correlation of .9?
Choose one answer.a. 90%b. 81%c. none of the aboved. 9%
Question3
Marks: 5
When interpreting a correlation coefficient, it is important to look at:
Choose one answer.a. The magnitude of the correlation coefficient.b. The +/ - sign of the
correlation coefficient.c. The significance of the correlation coefficient.d. All of the above.
Question4
Marks: 5
How many dependent variables does a two-way ANOVA have?
Choose one answer.a. 1b. 3c. 4d. 2
Question5
Marks: 5
In a factorial design, with two factors, if the effect of one factor appears to depend on the levels
of the second factor, this is called
Choose one answer.a. A factorial effectb. An errorc. An interaction effectd. A main effect
Question6
Marks: 5
Students were presented with four different paintings and asked which painting they liked best.
Using the data below: What is the Expected Value?
Artist
Frequency
Picasso
25
Dali
41
Miro
13
Modrian
29
Answer:
Question7
Marks: 5
Students were presented with four different paintings and asked which painting they liked best.
Using the data below: What is the obtained value? (to the nearest hundredth)
Artist
Frequency
Picasso
25
Dali
41
Miro
13
Modrian
29
Answer:
Question8
Marks: 5
Students were presented with four different paintings and asked which painting they liked best.
Using the data below: What is the Critical Value? (to the nearest hundredth)
Artist
Frequency
Picasso
25
Dali
41
Miro
13
Modrian
29
Answer:
Question9
Marks: 5
Students were presented with four different paintings and asked which painting they liked best.
Using the data below: What are the degrees of freedom?
Artist
Frequency
Picasso
25
Dali
41
Miro
13
Modrian
29
Answer:
Question10
Marks: 5
Students were presented with four different paintings and asked which painting they liked best.
Is the result significant
ArtistFrequencyPiscasso25Dali41Modrian29Miro13
Choose one answer.a. nob. yes
Question11
Marks: 10
An economist is interested in studying the relationship between length of unemployment and
job-seeking activity among whit collar workers. He interviews a sample of 12 unemployed
accountants as to the number of weeks they have been unemployed (x) and weeks seeking a job
(Y). Calculate Pearson\'s correlation coefficient (to the nearest hundredth).
AccountantWeeks UnemployedWeeks Seeking
EmployementA28B73C54D122E15F102G81H65I54J26K37L41
Answer:
Question12
Marks: 5
An economist is interested in studying the relationship between length of unemployment and
job-seeking activity among whit collar workers. He interviews a sample of 12 unemployed
accountants as to the number of weeks they have been unemplo.
Mark thinks that Robert answers by multiplying by 3. Mark thinks t.pdf
Mark thinks that Robert answers by multiplying by 3.
Mark thinks that Rocky thinks that Robert gives answer by adding 12.
Mark asks Rocky answer of some question.Rocky asks Robert and tells to Mark 342.
What does Mark conclude about the answer ?
I am not getting the required answer.
Solution
Mark thinks that Robert answered to Rocky 342+12=354 Hence Mark concludes
that the correct answer is 354/3=118. Hope this helps..
Marion Health Clinic sees patients on a walkin basis only. On avera.pdf
Marion Health Clinic sees patients on a walk?in basis only. On average, 10 patients per hour
enter the clinic. All patients register at the registration window with a registration clerk (RC),
which takes 3 minutes. After registration, but before being seen by a nurse practitioner (NP), the
registration records clerk (RRC) pulls the patient
Solution
tba.
Maria expects to receive a payment of $30,000 in 4 years. At a disco.pdf
Maria expects to receive a payment of $30,000 in 4 years. At a discount rate of 14%, what is the
present value of this payment?
Solution
Present Value Factor @14% for 4 years =1/(1+14%)^4 0.59208 Multiplying it by
30000 =30000*0.59208 17762.4 Present value of 30000 received at the end of the 4
years is 17762.40.
Many investigators have studied the relationship between asbestos ex.pdf
Many investigators have studied the relationship between asbestos exposure and death from
chronic obstructive pul- monary disease (COPD). Twelve cases of leukemia are reported in
people living in a particular census tract over a 5 year period. Is this number of cases abnormal if
only 6.7 cases would be expected based on national cancer-incidence rates?
Solution
Correlation Between Asbestos and COPD COPD can be triggered by the inhalation
of foreign fumes or substances. Often, these irritants are inhaled at the patient’s workplace.
Because asbestos was widely used at many industrial jobsites, COPD patients may have inhaled
these fibers among others that contributed to their condition. Asbestos has not been directly
linked to COPD, but asbestos exposure may be one of the factors that contribute to the
development of the condition. Lungs that have been weakened by COPD may be much more
susceptible to additional lung damage caused by asbestos. Additionally, pre-existing cases of
COPD may be exacerbated by asbestos exposure. Various scientific studies have reported a
statistically significant incidence of COPD among those exposed to toxic materials such as
asbestos and silica. A Swedish study of 316,729 male construction workers found the mortality
rate from COPD was more than two and a half times higher in participants who had been
exposed to airborne toxins, including asbestos, than in patients who had not been exposed to
occupational dust. Exposure to inorganic dust even affected participants who had never smoked
and were therefore at a considerably low risk of developing COPD. Diagnosing COPD COPD
can be diagnosed by several tests. A spirometry is one of the simplest and only requires the
patient to blow into a tube that measures lung capacity and how quickly the air is exhaled. This
test may also be accompanied by an arterial blood gas analysis, which measures oxygen and
carbon dioxide levels in a blood sample. Chest X-rays or CT scans and sputum samples are also
occasionally used to screen for emphysema. Treating COPD COPD symptoms are typically
treated through one or more of four options: Bronchodilators (inhalers), which contain
medications that relax the muscles around airways Antibiotics to fight respiratory infections or
steroids to reduce inflammation during flare-ups Oxygen therapy to increase the levels of oxygen
in a patient’s blood Surgery to remove the damaged sections of the lungs (or a transplant in
severe cases) Adjustments can be made to a patient’s home environment to make it easier to
breathe. Patients should avoid cold or smoke-polluted air, and smokers are strongly urged to quit.
Those with COPD may also benefit from joining a rehabilitation program or support group..
Many observers think there is a permanent underclass in American soc.pdf
Many observers think there is a permanent underclass in American society most of those in
poverty typically remain poor from year to year. Over the period of 1970 - 2000, the percentage
of the American population in poverty each year has been remarkably stable at 12% or so.
Income figures for each year were taken from the March Current Population Survey of that year;
the cutoff for poverty was based on official gov\'t definitions.
To what extent do this data support the theory of the permanent underclass?
Discuss briefly.
Solution
the data do support the theory of permanent underclass but not to much extent as
out of 12 % many persons would be there who had become poor recently due to job loss. Thus,
keeping this argument in mind it could be said that while the percentage of american population
under poverty remained constant there could have been an exchange in number of people where
few people from above poverty became poor while few persons below poverty became richer.
Thud it could be said that while the given data supports theory of permanent underclass it is not a
definite proof of it..
Many elementary school students in a school district contracted a pa.pdf
Many elementary school students in a school district contracted a particularly virulent seasonal
flu. A random sample of children in two different schools found that 16 of 42 at one school and
21 of 36 at the other were absent due to the flu. At the 0.05 level of significance, is there
sufficient evidence to conclude that a difference exists between the proportions of students who
were absent due to contracting the flu at the schools?
Solution
No, there is not sufficient information to reject the hypothesis that the proportions of students at
the two schools who have ear infections are the same because the test value –1.78 is inside the
acceptance region (-1.96,1.96)..
Manufacturing Income Statement, Statement of Cost of Goods Manufactu.pdf
Manufacturing Income Statement, Statement of Cost of Goods Manufactured
Several items are omitted from the income statement and cost of goods manufactured statement
data for two different companies for the month of December 2014:
Required:
1. Determine the amounts of the missing items, identifying them by letter. Enter all amounts as
positive numbers.Grant
CompanyMcClellan
CompanyMaterials inventory, December 1$80,800$109,890Materials inventory, December
31(a)124,180Materials purchased205,230247,250Cost of direct materials used in
production216,540(a)Direct labor304,620(b)Factory overhead94,540123,080Total
manufacturing costs incurred during December(b)710,990Total manufacturing
costs770,830975,820Work in process inventory, December 1155,140264,830Work in process
inventory, December 31130,900(c)Cost of goods manufactured(c)704,390Finished goods
inventory, December 1136,550123,080Finished goods inventory, December
31143,020(d)Sales1,190,9901,098,900Cost of goods sold(d)710,990Gross profit(e)(e)Operating
expenses155,140(f)Net income(f)243,960
Solution
Letter
Grant Company
McClellan Company
a.
$69,490
$232,960
b.
$615,700
$354,950
c.
$ 639,940
$271,430
d.
$633,470
$116,480
e.
$557,520
$387,910
f.
$402,380
$143,950
WORKING NOTES
a.
PARTICULARS
Grant Co.
McClellan Co.
Materials Inventory, December 1
80,800
109,890
(+) Materials purchased
205,230
247,250
(-) Materials Inventory, December 1
(69,490)
(124,180)
= Cost of direct materials used in production
216,540
232,960
b.
PARTICULARS
Grant Co.
McClellan Co.
Cost of direct materials used in production
216,540
232,960
(+)Direct labor
304,620
354,950
(+)Factory overhead
94,540
123,080
= Total manufacturing costs incurred during December
615,700
710,990
c.
PARTICULARS
Grant Co.
Total manufacturing costs incurred during December
615,700
(+) Work in process inventory, December 1
155,140
(-) Work in process inventory, December 31
(130,900)
= Cost of goods manufactured
639,940
Mc Clellan Co.
Work in process inventory, December 31 = Total Manufacturing Costs – Costs of goods
Manufactured
= 975,820 – 704,390
=$271,430
d.
PARTICULARS
Grant Co.
McClellan Co.
Finished goods inventory, December 1
136,550
123,080
(+) Cost of goods manufactured
639,940
704,390
(-) Finished goods inventory, December 31
(143,020)
(116,480)
= Cost of goods sold
633,470
710,990
e.
PARTICULARS
Grant Co.
McClellan Co.
Sales
1,190,990
1,098,900
(-) Cost of goods sold
(633,470)
(710,990)
= Gross Profit
557,520
387,910
f.
PARTICULARS
Grant Co.
McClellan Co.
Gross Profit
557,520
387,910
(-) Operating Expenses
(155,140)
(143,950)
= Net Income
402,380
243,960
Letter
Grant Company
McClellan Company
a.
$69,490
$232,960
b.
$615,700
$354,950
c.
$ 639,940
$271,430
d.
$633,470
$116,480
e.
$557,520
$387,910
f.
$402,380
$143,950.
Many conspiracy theories have been offered as explanations for the a.pdf
Many conspiracy theories have been offered as explanations for the assassinations of the great
leaders of the 1960s and still fascinate society today. Share some of those conspiracy theories.
What contributes to the belief in conspiracy theories?
Solution
Conspiracy theory: This is an explanation of finding reasons of illegal action made by two or
more persons or an organization, through their secret planning.
Some of the conspiracy theories are as below:
Antisemitic conspiracy: This theory explains illegal acts like Jews poisoned wells for killing
Jesus.
Armenian conspiracy: This theory is based on idea that the Armenians indulge terrorism..
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Mary Tiles and Hans OberdiekConflicting Visions of Technology,.pdf
Mary Tiles and Hans OberdiekConflicting Visions of Technology,.pdf
Mary is paid biweekly. She is married and claims two exemptions on h.pdf
Mary is paid biweekly. She is married and claims two exemptions on h.pdf
Mary arrives at a bus stop at 11 oclock, knowing that the bus will.pdf
Mary arrives at a bus stop at 11 oclock, knowing that the bus will.pdf
Mary is Planning for her day Off..She has three options, Stay home.pdf
Mary is Planning for her day Off..She has three options, Stay home.pdf
Mary and John are taking a mathematics course. This course has only.pdf
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Martins Mail Service purchased equipment for $2,500. Martin Paid $.pdf
Martins Mail Service purchased equipment for $2,500. Martin Paid $.pdf
Mary and Jane play a matching pennies game with a fair coin. They si.pdf
Mary and Jane play a matching pennies game with a fair coin. They si.pdf
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Many investigators have studied the relationship between asbestos ex.pdf
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Wahiba Chair's Talk at the 2024 Learning Ideas Conference. ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Event Link:- https://meetups.mulesoft.com/events/details/mulesoft-mysore-presents-mule-event-processing-models/
Agenda
● What is event processing in MuleSoft?
● Types of event processing models in Mule 4
● Distinction between the reactive, parallel, blocking & non-blocking processing
For Upcoming Meetups Join Mysore Meetup Group - https://meetups.mulesoft.com/mysore/YouTube:- youtube.com/@mulesoftmysore
Mysore WhatsApp group:- https://chat.whatsapp.com/EhqtHtCC75vCAX7gaO842N
Speaker:-
Shivani Yasaswi - https://www.linkedin.com/in/shivaniyasaswi/
Organizers:-
Shubham Chaurasia - https://www.linkedin.com/in/shubhamchaurasia1/
Giridhar Meka - https://www.linkedin.com/in/giridharmeka
Priya Shaw - https://www.linkedin.com/in/priya-shaw
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(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
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𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
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- 1. Managers are affected by the organizational environment, and help to create it. Their role is instrumental in a successful organizational culture. In this week Solution Managing people effectively in extension programmes is a skill that requires constant planning and development. An extension programme manager can be defined as the person who is vested with formal authority over an organization or one of its sub units. He or she has status that leads to various interpersonal relations, and from this comes access to information. Information, in turn, enables the manager to devise strategies, make decisions, and implement action (Mintzberg, 1988). Management is concerned with the optimum attainment of organizational goals and objectives with and through other people. Extension management organizations are characterized by many strategies, wide spans of control, democracy, and autonomy. Their management practices cannot be reduced to one standard set of operating guidelines that will work for all organizations continually. However, all managers of professional organizations face the same challenge: to manage one's time, objectives, and resources in order to accomplish tasks and implement ideas (Waldron, 1994). Managers of extension programmes are painfully aware of the need for revision and development of the new skill sets held by today's high performers. If change is not handled correctly, it can be more devastating then ever before. High performers reflect, discover, assess, and act. They know that a new focus on connecting the heads, hearts, and hands of people in their organization is necessary. Astute managers know what needs to be done but struggle with how to do it. Quite often they prefer to consider themselves as teachers or communicators rather than managers. This results in under-utilization of the increasing amount of literature on management theory and practice. The root of the problem is implementation. They must learn how to motivate others and build an efficient team. More formally defined, management is the process by which people, technology, job tasks, and other resources are combined and coordinated so as to effectively achieve organizational objectives. A process or function is a group of related activities contributing to a larger action. Management functions are based on a common philosophy and approach. They centre around the following: 1. Developing and clarifying mission, policies, and objectives of the agency or organization 2. Establishing formal and informal organizational structures as a means of delegating authority and sharing responsibilities 3. Setting priorities and reviewing and revising objectives in terms of changing demands
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