The document discusses the functions of management. The first function discussed is planning, which involves creating detailed action plans to achieve organizational goals. Planning can be strategic, tactical, or operational depending on the time horizon and level within the organization. The second function discussed is organizing, which involves bringing together resources like finances, physical resources, and human resources and developing relationships between them to achieve organizational goals.
The presentation gives a short overview about Diploma in HR management is a necessity today because of the ever-evolving role of HR executives in an organization.
This document discusses the functions of human resource management (HRM) in organizations. It outlines several key functions of HRM including job organization and information, acquisition, maintenance, and development of employees. For each function, it provides details on related processes like job analysis, recruitment and selection, performance evaluation, training and development. It also discusses how the size of an organization's HRM department depends on the number of employees and resources. In small agencies, HR functions may be combined with other roles, while in large agencies there are often separate and specialized HR units.
This document discusses performance appraisal in human resource management. It provides an overview of performance appraisal, including definitions and purposes. Several common methods for conducting performance appraisals are described, such as ranking, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales. The document also lists additional topics and resources related to performance appraisal.
The document discusses the role of human resources in an organization. It describes how human resource management involves attracting, developing, and retaining quality employees. It also outlines the importance of human resources in areas like recruitment, training, employee welfare, workplace safety, and awareness of legislation. The document further discusses the functions of human resource management like planning, organizing, staffing, directing, and controlling. It also provides an overview of the People Management Association of the Philippines and the history of personnel management in the country.
Personnel management involves obtaining, using, and maintaining a satisfied workforce. It includes functions like employment, development, and compensation. Personnel management exists to advise line managers on personnel matters. A key part of personnel management is training employees to contribute to organizational and individual goals. Training enhances employee skills, capabilities, and knowledge for performing jobs effectively. It improves employee morale, productivity, and promotes less supervision and fewer accidents. Common training methods include on-the-job and off-the-job training.
This document discusses strategic human resource management. It begins by outlining HR's strategic roles in formulating integrated HR strategies, supporting business goals, and contributing to business strategies. It then discusses seven steps for HR to be strategic, including being aware of business context. The document also discusses approaches to strategy formulation, the new functional role of HR with a focus on business outcomes, the basis and principles of strategic HRM, concepts like the resource-based view and strategic fit, perspectives on strategic HRM, and the best practice approach.
Personnel management involves establishing policies and programs to maximize both employee and organizational goals. It aims to develop human resources through retention, training, and strengthening employer-employee relationships. Personnel management covers all employee levels and categories across both public and private sector organizations. It is a responsibility of both line and staff managers to optimize employee skills and ensure cooperation to achieve organizational objectives.
The presentation gives a short overview about Diploma in HR management is a necessity today because of the ever-evolving role of HR executives in an organization.
This document discusses the functions of human resource management (HRM) in organizations. It outlines several key functions of HRM including job organization and information, acquisition, maintenance, and development of employees. For each function, it provides details on related processes like job analysis, recruitment and selection, performance evaluation, training and development. It also discusses how the size of an organization's HRM department depends on the number of employees and resources. In small agencies, HR functions may be combined with other roles, while in large agencies there are often separate and specialized HR units.
This document discusses performance appraisal in human resource management. It provides an overview of performance appraisal, including definitions and purposes. Several common methods for conducting performance appraisals are described, such as ranking, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales. The document also lists additional topics and resources related to performance appraisal.
The document discusses the role of human resources in an organization. It describes how human resource management involves attracting, developing, and retaining quality employees. It also outlines the importance of human resources in areas like recruitment, training, employee welfare, workplace safety, and awareness of legislation. The document further discusses the functions of human resource management like planning, organizing, staffing, directing, and controlling. It also provides an overview of the People Management Association of the Philippines and the history of personnel management in the country.
Personnel management involves obtaining, using, and maintaining a satisfied workforce. It includes functions like employment, development, and compensation. Personnel management exists to advise line managers on personnel matters. A key part of personnel management is training employees to contribute to organizational and individual goals. Training enhances employee skills, capabilities, and knowledge for performing jobs effectively. It improves employee morale, productivity, and promotes less supervision and fewer accidents. Common training methods include on-the-job and off-the-job training.
This document discusses strategic human resource management. It begins by outlining HR's strategic roles in formulating integrated HR strategies, supporting business goals, and contributing to business strategies. It then discusses seven steps for HR to be strategic, including being aware of business context. The document also discusses approaches to strategy formulation, the new functional role of HR with a focus on business outcomes, the basis and principles of strategic HRM, concepts like the resource-based view and strategic fit, perspectives on strategic HRM, and the best practice approach.
Personnel management involves establishing policies and programs to maximize both employee and organizational goals. It aims to develop human resources through retention, training, and strengthening employer-employee relationships. Personnel management covers all employee levels and categories across both public and private sector organizations. It is a responsibility of both line and staff managers to optimize employee skills and ensure cooperation to achieve organizational objectives.
Human resource management involves maximizing employee performance to achieve organizational goals. The major functions of HR are planning, staffing, employee development, and employee maintenance. These functions aim to ensure an adequate number of competent employees with the skills needed for organizational goals. The key HR functions include human resource planning, job analysis, staffing, orientation, training and development, performance appraisal, compensation, benefits administration, labor relations, and record keeping. HR aims to attract, select, develop and retain qualified employees through these functions.
1. Human resource management involves utilizing human resources effectively to achieve organizational and employee objectives.
2. HRM departments pursue objectives like helping the organization achieve its goals, providing motivated employees, and managing change.
3. HRM activities include staffing, rewards, employee development, and employee relations. These activities are performed by HR specialists and operating managers.
The document discusses different models of human resource management (HRM), including the contextual model, HR role framework, Michigan matching model, and Harvard model. It also examines the role of HR in different countries and contexts. Specifically, it explores the tensions between universal and country-specific approaches to HRM practices. Additionally, it analyzes the tradeoffs between centralized vs decentralized HR structures and the levels of integration with business strategy and devolvement to line managers.
The document discusses the organization of human resource management departments. It notes that the size of the HR department depends on the size of the agency, with smaller agencies having only a few HR employees and larger agencies having specialized HR divisions with hundreds of staff. It also discusses how HR departments have moved from being separate and non-strategic to becoming more integrated with agency planning and management. Modern HR departments are able to provide expertise on a wide range of critical issues across different agency contexts.
Personnel management involves establishing policies and programs to maximize organizational and employee goals. It defines the functions of personnel management as managerial activities like planning, organizing, directing, and controlling. It also outlines operative functions such as procurement, development, compensation, and record keeping. Finally, it lists qualities of a good personnel manager including being an advisor, mediator, counselor, spokesman, and leader.
Management involves coordinating human, material, and financial resources to achieve organizational goals. It is a universal process needed wherever coordinated human activity occurs. Management functions include planning, organizing, staffing, directing, and controlling. It has aspects of both a science and an art. As a science, management principles can be universally applied and tested. As an art, management requires practical skills and creativity in applying principles to diverse situations. Early management theorists like Taylor, Fayol, and Mayo contributed important principles still used today to increase efficiency and incorporate the human element. Effective management is key to an organization's success.
This document discusses human resource management (HRM), including its scope, functions, and the process of HR planning. It defines HRM as managing people within an organization to maximize productivity. The scope of HRM includes personnel management, employee welfare, and industrial relations. Key functions are staffing, compensation/benefits, and defining work. HR planning involves forecasting needs, auditing current resources, and developing action plans. Common forecasting techniques discussed are trend analysis, expert forecasts, scenarios, and regression analysis.
Sample 1 writing - charfauros, e. Copyright 2013 Edward F. T. Charfauros. R...Edward F. T. Charfauros
This is one of many of my University of Phoenix writing essay papers for achieving my Bachelor Science of Business Administraion (concentraion in Management) degree~
Edward F. T. Charfauros, inspiring author, assists fellow students with their presentation for a successful grade. He also blogs upon his own inspiring blog, where you'll discover life changing stuff. Sign up for his blog by sending him an email~
Copyright 2013 Edward F. T. Charfauros. Reference, www.YourBlogorResume.net.
This document discusses concepts and components of human resource management (HRM). It covers key topics such as:
1. The four fundamental principles of HRM which focus on treating people as the most important asset and linking human resources strategies to business objectives.
2. The concepts of HRM which aim to develop programs that promote individual and organizational goals through techniques like manpower planning and performance appraisal.
3. The objectives of HRM which include societal, organizational, functional, and personal objectives and the supporting HR functions that help achieve these objectives.
4. The main components of HRM which are human resource organization, planning, development, relationships, utilization, accounting, and audit. It also
This document discusses the challenges of human resource management in modern organizations. It begins with an introduction on the importance of human resources to an organization's success. It then identifies several challenges HR faces, including globalization, workforce diversity, technological advances, changes in the political/legal and economic environments, information technology revolutions, and organizational restructuring. Additional challenges discussed include professional mobility, the growing importance of strategic HR, and factors like accommodating worker needs, increased managerial complexity, legislation/litigation, consistency, expertise, and human resource costs. The document emphasizes that effective HR management is needed to help organizations adapt to these ongoing changes in the business environment.
The document discusses various HR related topics such as factors influencing career changes, important elements in an individual's career, changing role of HR, and differing compensation trends based on age. The main drivers for career changes cited in a survey were improved work-life balance, higher income, and changing personal interests. Experience was seen as the most important career element. The role of HR is becoming more strategic and involves identifying capability gaps, obtaining resources, and facilitating organizational change. Compensation preferences differ based on generation, with younger workers preferring lifestyle benefits and older workers focusing more on health and retirement.
Mgt431 charfauros week1. Copyright 2013 Edward F. T. Charfauros. Reference, w...Edward F. T. Charfauros
Edward F. T. Charfauros, inspiring author, assists fellow students with their presentation for a successful grade. He also blogs upon his own inspiring blog, where you'll discover life changing stuff. Sign up for his blog by sending him an email~
Copyright 2013 Edward F. T. Charfauros. Reference, www.YourBlogorResume.net.
This document provides an overview of tourism management. It discusses key concepts such as the definition of management, the management process, functions of management including planning, organizing, staffing, leading, and controlling. It also covers levels of management from top-level to middle-level to first-level managers. Additionally, it outlines management skills, roles, and the internal and external environment of an organization. Planning is a critical management function and the importance of planning as well as management by objectives is emphasized.
Innovative Human Resource Practices in Indian Banks: A Study from HR Manager’...Dr. Amarjeet Singh
Banking sector is one of the vital financial pillars of
Indian economy is one of the indispensable money related
mainstays of Indian economy. The progression approach has
influenced the intensity of banks because of the worldwide
weights coming about into mix of Human Resource The
board with business approaches. The review by Boston
Consulting Group (BCG) and Indian Bank's Affiliation
(IBA) report that the Indian keeping money industry will
confront two up and coming difficulties that is an monetarily
feasible answer for monetary consideration and HR structure
in next multi decade. While the main test requests bizarre
advancement and experimentation, the second undermines to
injure the capacity of the biggest fragment of the saving
money industry from having the capacity to advance and
remain aggressive. The special complexities of people in
general division make traditional HR arrangements
ineffectual. The activities like "Pradhan Mantri Jan-Dhan
Yojana" by the Honorable Prime Minister of India, banks
commitment in the budgetary incorporation has helped up,
however the representative's desires from the business have
additionally emerged. This requires a need to advance the
prior HR practices of the banks with the goal that the
representative profitability can be improved. This paper
intends to give an understanding to such advancements,
identified with Human Resource Management with the
assistance of a essential investigation dependent on the
perspectives of HR chiefs of six diverse Indian banks both
from open and private segment. These creative HRM
rehearses have been recorded under seven distinct heads of
HRM to be specific enlistment and determination, preparing
and advancement, execution the executives, pay the
executives, profession improvement, worker inspiration and
representative security. A couple of the prior examinations
have likewise been eluded for the last ends. The dimension of
usage of these advancements may not be tasteful, yet the
usage has been begun and the positive outcomes in the
profitability will make these banks feel how essential these
are for their development. It has been discovered that
intermingling of practices of new and imaginative HR regions
will profit the banks to wind up progressively aggressive.
Organization management refers to coordinating employee efforts to accomplish common goals. It provides direction to employees by defining roles and responsibilities. An effective organizational structure allows managers to break down operations, assign responsibilities, and respond quickly to changes. This coordination is important for business success as it helps ensure employees work efficiently towards shared objectives and the company's profitability. Creating a clear organizational hierarchy with defined communication lines and responsibilities is essential for effective management.
Personnel management focuses on administrative functions like hiring, developing, and retaining employees to benefit the company. It involves obtaining and maintaining a satisfied workforce. Personnel management exists to advise managers on personnel issues and help employees develop their full potential through effective incentive plans.
Human resource management takes a more strategic approach that integrates personnel functions with other activities to enhance employee and organizational efficiency. It determines human resource needs, formulates policies to harmonize individual and organizational interests, and regards people as a valuable resource through open communication and team-based job design. The result is commitment from human resources and satisfaction for both employers and employees.
Industrial Management, the new subject intorduced in the field of engineering. By looking this pptx. one can gain the overall idea of basics of management and its industrial approach.
CONCEPT OF HUMAN RESOUCE MANAGEMENT pptJAANVIARORA1
CONCEPT OF HUMAN RESOUCE MANAGEMENT
Topics Include
1. CONCEPT
2. DEFINE HRM
3. ROLE OF HRM
4. FUNCTIONS OF HRM
5. NATURE OF HRM
6. SCOPE OF HUMAN RESOURCE MANAGEMENT
7. OBJECTIVES OF HUMAN RESOURCE MANAGEMENT
8. IMPORTANCE OF HUMAN RESOURCE MANAGEMENT
9. VIDEO ON IMPORTANCE OF HRM
10. HR LESSONS FROM MOVIE DANGAL
Employee orientation: Orientation- Definition and Meaning
Purpose of Orientation
Orientation programme
Requisites of an programme effective
Problems of orientation
Orientation checklist
Evaluation of orientation programme
Employee placement
Strategic management Unit 1 Baseline InformationDr K R Kumar
This document provides an introduction to strategic management. It defines strategy and discusses key aspects of strategic management including vision and mission statements, analyzing the external environment, the importance of corporate governance, and considering social responsibilities. It also outlines Porter's five forces model for analyzing industry competition. The document is intended to give MBA students an overview of the key concepts and framework involved in strategic management.
Makalah ini membahas tentang e-book dan cara membuatnya menggunakan Microsoft Word. Terdapat penjelasan tentang definisi e-book, manfaatnya, format file yang umum digunakan, dan langkah-langkah dasar membuat e-book mulai dari desain halaman judul, konfigurasi daftar isi otomatis, hingga publikasi.
Este documento describe dos métodos para la transmisión digital de señales analógicas: PCM (Pulse Code Modulation) y DM (Delta Modulation). PCM cuantifica las muestras de una señal analógica en niveles discretos que son codificados en bits para su transmisión digital, mientras que DM codifica los cambios en la señal mediante la predicción y cuantificación del error entre muestras consecutivas. Ambos métodos permiten la transmisión eficiente de señales de voz y audio superando problemas como el ruido y la atenu
Human resource management involves maximizing employee performance to achieve organizational goals. The major functions of HR are planning, staffing, employee development, and employee maintenance. These functions aim to ensure an adequate number of competent employees with the skills needed for organizational goals. The key HR functions include human resource planning, job analysis, staffing, orientation, training and development, performance appraisal, compensation, benefits administration, labor relations, and record keeping. HR aims to attract, select, develop and retain qualified employees through these functions.
1. Human resource management involves utilizing human resources effectively to achieve organizational and employee objectives.
2. HRM departments pursue objectives like helping the organization achieve its goals, providing motivated employees, and managing change.
3. HRM activities include staffing, rewards, employee development, and employee relations. These activities are performed by HR specialists and operating managers.
The document discusses different models of human resource management (HRM), including the contextual model, HR role framework, Michigan matching model, and Harvard model. It also examines the role of HR in different countries and contexts. Specifically, it explores the tensions between universal and country-specific approaches to HRM practices. Additionally, it analyzes the tradeoffs between centralized vs decentralized HR structures and the levels of integration with business strategy and devolvement to line managers.
The document discusses the organization of human resource management departments. It notes that the size of the HR department depends on the size of the agency, with smaller agencies having only a few HR employees and larger agencies having specialized HR divisions with hundreds of staff. It also discusses how HR departments have moved from being separate and non-strategic to becoming more integrated with agency planning and management. Modern HR departments are able to provide expertise on a wide range of critical issues across different agency contexts.
Personnel management involves establishing policies and programs to maximize organizational and employee goals. It defines the functions of personnel management as managerial activities like planning, organizing, directing, and controlling. It also outlines operative functions such as procurement, development, compensation, and record keeping. Finally, it lists qualities of a good personnel manager including being an advisor, mediator, counselor, spokesman, and leader.
Management involves coordinating human, material, and financial resources to achieve organizational goals. It is a universal process needed wherever coordinated human activity occurs. Management functions include planning, organizing, staffing, directing, and controlling. It has aspects of both a science and an art. As a science, management principles can be universally applied and tested. As an art, management requires practical skills and creativity in applying principles to diverse situations. Early management theorists like Taylor, Fayol, and Mayo contributed important principles still used today to increase efficiency and incorporate the human element. Effective management is key to an organization's success.
This document discusses human resource management (HRM), including its scope, functions, and the process of HR planning. It defines HRM as managing people within an organization to maximize productivity. The scope of HRM includes personnel management, employee welfare, and industrial relations. Key functions are staffing, compensation/benefits, and defining work. HR planning involves forecasting needs, auditing current resources, and developing action plans. Common forecasting techniques discussed are trend analysis, expert forecasts, scenarios, and regression analysis.
Sample 1 writing - charfauros, e. Copyright 2013 Edward F. T. Charfauros. R...Edward F. T. Charfauros
This is one of many of my University of Phoenix writing essay papers for achieving my Bachelor Science of Business Administraion (concentraion in Management) degree~
Edward F. T. Charfauros, inspiring author, assists fellow students with their presentation for a successful grade. He also blogs upon his own inspiring blog, where you'll discover life changing stuff. Sign up for his blog by sending him an email~
Copyright 2013 Edward F. T. Charfauros. Reference, www.YourBlogorResume.net.
This document discusses concepts and components of human resource management (HRM). It covers key topics such as:
1. The four fundamental principles of HRM which focus on treating people as the most important asset and linking human resources strategies to business objectives.
2. The concepts of HRM which aim to develop programs that promote individual and organizational goals through techniques like manpower planning and performance appraisal.
3. The objectives of HRM which include societal, organizational, functional, and personal objectives and the supporting HR functions that help achieve these objectives.
4. The main components of HRM which are human resource organization, planning, development, relationships, utilization, accounting, and audit. It also
This document discusses the challenges of human resource management in modern organizations. It begins with an introduction on the importance of human resources to an organization's success. It then identifies several challenges HR faces, including globalization, workforce diversity, technological advances, changes in the political/legal and economic environments, information technology revolutions, and organizational restructuring. Additional challenges discussed include professional mobility, the growing importance of strategic HR, and factors like accommodating worker needs, increased managerial complexity, legislation/litigation, consistency, expertise, and human resource costs. The document emphasizes that effective HR management is needed to help organizations adapt to these ongoing changes in the business environment.
The document discusses various HR related topics such as factors influencing career changes, important elements in an individual's career, changing role of HR, and differing compensation trends based on age. The main drivers for career changes cited in a survey were improved work-life balance, higher income, and changing personal interests. Experience was seen as the most important career element. The role of HR is becoming more strategic and involves identifying capability gaps, obtaining resources, and facilitating organizational change. Compensation preferences differ based on generation, with younger workers preferring lifestyle benefits and older workers focusing more on health and retirement.
Mgt431 charfauros week1. Copyright 2013 Edward F. T. Charfauros. Reference, w...Edward F. T. Charfauros
Edward F. T. Charfauros, inspiring author, assists fellow students with their presentation for a successful grade. He also blogs upon his own inspiring blog, where you'll discover life changing stuff. Sign up for his blog by sending him an email~
Copyright 2013 Edward F. T. Charfauros. Reference, www.YourBlogorResume.net.
This document provides an overview of tourism management. It discusses key concepts such as the definition of management, the management process, functions of management including planning, organizing, staffing, leading, and controlling. It also covers levels of management from top-level to middle-level to first-level managers. Additionally, it outlines management skills, roles, and the internal and external environment of an organization. Planning is a critical management function and the importance of planning as well as management by objectives is emphasized.
Innovative Human Resource Practices in Indian Banks: A Study from HR Manager’...Dr. Amarjeet Singh
Banking sector is one of the vital financial pillars of
Indian economy is one of the indispensable money related
mainstays of Indian economy. The progression approach has
influenced the intensity of banks because of the worldwide
weights coming about into mix of Human Resource The
board with business approaches. The review by Boston
Consulting Group (BCG) and Indian Bank's Affiliation
(IBA) report that the Indian keeping money industry will
confront two up and coming difficulties that is an monetarily
feasible answer for monetary consideration and HR structure
in next multi decade. While the main test requests bizarre
advancement and experimentation, the second undermines to
injure the capacity of the biggest fragment of the saving
money industry from having the capacity to advance and
remain aggressive. The special complexities of people in
general division make traditional HR arrangements
ineffectual. The activities like "Pradhan Mantri Jan-Dhan
Yojana" by the Honorable Prime Minister of India, banks
commitment in the budgetary incorporation has helped up,
however the representative's desires from the business have
additionally emerged. This requires a need to advance the
prior HR practices of the banks with the goal that the
representative profitability can be improved. This paper
intends to give an understanding to such advancements,
identified with Human Resource Management with the
assistance of a essential investigation dependent on the
perspectives of HR chiefs of six diverse Indian banks both
from open and private segment. These creative HRM
rehearses have been recorded under seven distinct heads of
HRM to be specific enlistment and determination, preparing
and advancement, execution the executives, pay the
executives, profession improvement, worker inspiration and
representative security. A couple of the prior examinations
have likewise been eluded for the last ends. The dimension of
usage of these advancements may not be tasteful, yet the
usage has been begun and the positive outcomes in the
profitability will make these banks feel how essential these
are for their development. It has been discovered that
intermingling of practices of new and imaginative HR regions
will profit the banks to wind up progressively aggressive.
Organization management refers to coordinating employee efforts to accomplish common goals. It provides direction to employees by defining roles and responsibilities. An effective organizational structure allows managers to break down operations, assign responsibilities, and respond quickly to changes. This coordination is important for business success as it helps ensure employees work efficiently towards shared objectives and the company's profitability. Creating a clear organizational hierarchy with defined communication lines and responsibilities is essential for effective management.
Personnel management focuses on administrative functions like hiring, developing, and retaining employees to benefit the company. It involves obtaining and maintaining a satisfied workforce. Personnel management exists to advise managers on personnel issues and help employees develop their full potential through effective incentive plans.
Human resource management takes a more strategic approach that integrates personnel functions with other activities to enhance employee and organizational efficiency. It determines human resource needs, formulates policies to harmonize individual and organizational interests, and regards people as a valuable resource through open communication and team-based job design. The result is commitment from human resources and satisfaction for both employers and employees.
Industrial Management, the new subject intorduced in the field of engineering. By looking this pptx. one can gain the overall idea of basics of management and its industrial approach.
CONCEPT OF HUMAN RESOUCE MANAGEMENT pptJAANVIARORA1
CONCEPT OF HUMAN RESOUCE MANAGEMENT
Topics Include
1. CONCEPT
2. DEFINE HRM
3. ROLE OF HRM
4. FUNCTIONS OF HRM
5. NATURE OF HRM
6. SCOPE OF HUMAN RESOURCE MANAGEMENT
7. OBJECTIVES OF HUMAN RESOURCE MANAGEMENT
8. IMPORTANCE OF HUMAN RESOURCE MANAGEMENT
9. VIDEO ON IMPORTANCE OF HRM
10. HR LESSONS FROM MOVIE DANGAL
Employee orientation: Orientation- Definition and Meaning
Purpose of Orientation
Orientation programme
Requisites of an programme effective
Problems of orientation
Orientation checklist
Evaluation of orientation programme
Employee placement
Strategic management Unit 1 Baseline InformationDr K R Kumar
This document provides an introduction to strategic management. It defines strategy and discusses key aspects of strategic management including vision and mission statements, analyzing the external environment, the importance of corporate governance, and considering social responsibilities. It also outlines Porter's five forces model for analyzing industry competition. The document is intended to give MBA students an overview of the key concepts and framework involved in strategic management.
Makalah ini membahas tentang e-book dan cara membuatnya menggunakan Microsoft Word. Terdapat penjelasan tentang definisi e-book, manfaatnya, format file yang umum digunakan, dan langkah-langkah dasar membuat e-book mulai dari desain halaman judul, konfigurasi daftar isi otomatis, hingga publikasi.
Este documento describe dos métodos para la transmisión digital de señales analógicas: PCM (Pulse Code Modulation) y DM (Delta Modulation). PCM cuantifica las muestras de una señal analógica en niveles discretos que son codificados en bits para su transmisión digital, mientras que DM codifica los cambios en la señal mediante la predicción y cuantificación del error entre muestras consecutivas. Ambos métodos permiten la transmisión eficiente de señales de voz y audio superando problemas como el ruido y la atenu
Este documento describe dos métodos de muestreo de señales analógicas: muestreo natural y muestreo con retención de la muestra. Explica que el muestreo natural captura el voltaje de la señal en cada pulso de muestreo, mientras que el muestreo con retención fija el valor de la muestra en el instante de muestreo. También discute cómo la señal muestreada contiene armónicos que permiten reconstruir la señal original mediante un filtro paso bajo. El experimento ilustra estos métodos
Este documento describe 5 experimentos realizados para demostrar la demodulación por codificación de pulso (PCM). El objetivo principal era realizar y verificar la decodificación PCM usando un Emona, osciloscopio y cables de conexión. La primera experiencia visualizó las señales de reloj y datos PCM. La segunda varió la frecuencia de entrada del codificador PCM. La tercera comparó las señales de entrada y salida del modulador y demodulador. La cuarta añadió un buffer y varió la frecuencia carrier. La quinta
Este documento describe un laboratorio sobre modulación por codificación de pulsos (PCM) realizado con un Emona telecoms-trainer. El objetivo era realizar modulaciones PCM con señales DC, senoidales y de voz, y analizar las tramas PCM y su sincronismo. Se conectó el osciloscopio al equipo y se observó la sincronización de tramas y la señal de reloj, así como la codificación digital de la señal. Al variar la señal de entrada, cambiaba el código binario generado.
The document outlines changes to the development process including using a common technology stack across teams to reduce duplicate work, implementing sprints for planning and estimating work, and continuing strengths while ensuring any process changes do not disrupt developers' daily work. Sprints will be two weeks long and include estimated points for bugs and chores, with developers planning their own sprints in consultation with project managers and leads. Retrospectives will also be used to evaluate the process.
The document discusses the functions of management. The first function discussed is planning, which involves creating detailed action plans to achieve organizational goals. Planning can be strategic, tactical, or operational depending on the time horizon and level within the organization. The second function discussed is organizing, which involves bringing together resources like finances, physical resources, and human resources and developing relationships between them to achieve organizational goals.
Este documento describe tres temas principales: 1) Modulación por codificación de pulsos (PCM), el proceso de convertir señales analógicas a digitales mediante muestreo, cuantificación y codificación; 2) Modulación Delta, una técnica en la cual la derivada de la señal de entrada es cuantificada; y 3) Audio digital, incluyendo formatos comprimidos como MP3 y formatos no comprimidos como WAV. Explica conceptos como la frecuencia de muestreo y el número de bits por muestra para definir la tasa de
This document discusses factors that affect language learning strategies, including gender, motivation, experiences learning a language, learning style, and proficiency level. Several studies are cited that found females engage with language learning strategies more than males, motivation and attitude are important to effective individual learning, studying abroad has a positive impact on learning style and ability, high proficiency learners use more strategies than intermediate learners, learning style preferences impact the types of strategies used, and proficiency level correlates with increased use of direct and indirect strategies.
This document outlines the role and strategies of trade marketing. It discusses planning strategies to increase brand visibility and loyal customer base. It emphasizes innovating promotions to engage shoppers and build the brand. Managing the trade marketing budget and reporting on key metrics are also important. The strategies suggested include improving in-store visibility and activities, participating in promotions, utilizing different advertising channels, and bundling products for targeted outlets. The overall goal is profitable growth through better merchandising and activation across retail channels.
MOVE ORGANIZATION TO THE FUTURE THROUGH PORTFOLIO MANAGEMENTİpek Sahra Özgüler
The document discusses portfolio management and provides definitions from PMI standards. It explains that portfolio management involves coordinating one or more portfolios to achieve organizational strategies. The key processes are defining, aligning, authorizing and controlling projects and programs. The document asks what portfolio management means and provides the response's definition.
Management involves strategic planning, setting objectives, allocating resources, and measuring results. The four main functions of management are planning, organizing, leading, and controlling. Planning involves setting objectives and determining how to achieve them. Organizing involves developing an organizational structure and allocating human resources. Leading involves inspiring others to work towards objectives. Controlling ensures performance meets standards and takes corrective actions when needed. Management occurs at three levels - top level sets long term goals, middle level focuses on tactical planning, and lower level oversees day-to-day operations.
This document contains sample questions and answers from a Human Resource Management assignment for an MBA program. It discusses the objectives of job evaluation including establishing salary differentials and identifying inequities. It also lists major problems in benefits management such as maintaining competitive advantage and dealing with labor unions. Finally, it outlines key aspects of career development in organizations like planning, skills acquisition, and opportunities for growth supported by the organization.
The document discusses determining critical success factors for organizations. It provides context on what critical success factors are and how they relate to an organization's mission and strategic goals. A 5-step process is outlined for identifying an organization's critical success factors: 1) Pull together a team, 2) Get employee feedback, 3) Examine long-term goals using frameworks like SWOT analysis and strategic planning, 4) Determine the key factors for achieving long-term plans, 5) Implement the strategic plan considering the critical success factors. Examples of critical success factors and how to write them are also provided.
According to our expert, an executive director provides strategic direction and strategy to the organization and makes substantial efforts to achieve goals. In addition, these individuals guide employees to align their actions with the organization’s goals.
Here are the key points of scientific management according to F.W. Taylor:
- Separation of planning from execution of work. Planning is done by management and workers focus only on execution.
- Scientific selection and training of workers to match their skills to the job.
- Standardization of processes, tools and workflows to increase efficiency.
- Use of time and motion studies to determine the most efficient way of doing jobs to minimize wasted time and effort.
- Implementation of differential piece rate wages to incentivize workers to increase productivity.
- Functional foremanship with specialists focusing on planning, supervision, scheduling etc to optimize workflows.
- Emphasis on cooperation between managers and workers to increase productivity through
Financial management & HR strategy tayeeb ahmed khantayeeb khan
This document discusses the importance of aligning an organization's human resource (HR) strategy with its financial management and business plans. It provides guidance on developing an effective HR strategy that supports long-term organizational goals. Specifically, it recommends that organizations: 1) Define their long-term goals and current staffing structure, 2) Assess if the current staff has the skills needed to achieve goals, and 3) Determine if the organizational culture supports the strategic aims. The document stresses that the HR and finance departments should have a close working relationship and aligned responsibilities to effectively manage resources and achieve performance objectives.
The document discusses corporate culture and its impact on organizational performance. It defines corporate culture as the amalgamation of values, vision, mission, and day-to-day communication and interactions that create the atmosphere for how people work. Research shows corporate culture is the most important factor for driving innovation. An effective culture stems from understanding individuals and leadership relating goals in a way employees can internalize. It also requires promoting diverse thinking and shared knowledge to create collaborative cohesion that propels culture positively. Maintaining culture requires reinforcement at all employee lifecycle stages from hiring to retention.
Human resources planning identifies an organization's current and future human resource needs to achieve its strategic goals. It involves assessing the present HR capacity, forecasting future requirements, identifying gaps between present and future needs, and developing HR strategies. The key aspects of strategic HR planning include linking it to the organization's overall strategic plan, analyzing external trends, ensuring flexibility, and predicting future HR management needs. The process aims to ensure adequate human resources with the right skills to meet organizational goals now and in the future.
The performance management system at Saudi Chevron Phillips Company (SCP) aims to align employee performance with organizational objectives. As a joint venture between Arabian Chevron Phillips Petrochemical Company and Saudi Industrial Investment Group, SCP initiated operations in 1999 to manufacture benzene, cyclohexane and gasoline blend stocks. Performance management systems are important for organizations to oversee employee performance standards and achieve goals. Investing in such processes benefits companies by aligning output to their mission and vision statements.
Human resource management involves planning, organizing, staffing, leading, and controlling the human resources of an organization to achieve its goals. The key functions of HRM include staffing, training and development, compensation and benefits, health and safety, employee and labor relations, and maintaining employee records. Strategic HRM aligns the organization's human resources with its strategic goals and objectives. It considers both the internal environment of the organization as well as external factors like laws, the labor market, unions, and the economy. An important part of strategic HRM is conducting an HRM audit to evaluate the current HRM systems and practices and identify areas for improvement.
The document discusses strategic planning, including its definition, purpose, and evolution over time. It provides key details:
- Strategic planning is an organizational process of defining strategy and allocating resources to pursue objectives and adapt to changes.
- It originated in the 1920s at Harvard Business School and has evolved with developments like the balanced scorecard in the 1990s.
- Effective strategic planning articulates an organization's direction, goals, and actions to make progress and assess performance. It connects concepts like vision, strategy formulation, and implementation.
Management functions include planning, organizing, staffing, directing, motivating, coordinating, and controlling. Planning involves strategic, tactical, and operational planning. Organizing includes identifying activities, classifying them into groups, assigning duties, delegating authority, and coordinating relationships. Staffing refers to recruitment, selection, training, and evaluation of employees. Directing encompasses leadership, communication, motivation, and supervision of employees. Coordination ensures unity of action across groups. Controlling determines if organizational goals are met. Effective management functions are essential for business success.
Performance management in hospitals focuses on clinical outcomes, patient satisfaction, and operational efficiency. Key metrics include mortality and complication rates, patient experience scores, average length of stay, and operating costs. For electrical retailers, common metrics center around sales, profits, inventory levels, and customer service. Retailers track sales targets, gross and net profits, stock turnover rate, and metrics like average handling time per customer call. Both sectors also monitor employee engagement and development through performance reviews.
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ASSIGNMENT 3
ASSIGNMENT 3 2
Assignment 3
Motivation is key for the success of a company as it facilitates the attainment of the company goals and initiatives. It is the responsibilities of managers to induce motivation with the purpose of giving the company direction. The creation of a mission driven organization is a way of motivating employees. In international organizations, task-driven organizations enable employees to align their goals with the goals stated by the organization. Factors such as fostering career development and the promotion of personal growth are ideal for the growth of the company. The application of award recognition is a recommendable practice that focuses on positive idea alignment. It recognizes the efforts of the employees in the required spectrum by specifying on the basic needs that needs to be attained. However, the plan will face various risks, such as cultural differences, unnecessary competition between employees, and increased conflict. Performing a risk analysis is very suitable for this situation.
The existence of unnecessary competition is an expected risk that can be identified with the motivation program. The application of the award on performance as a way of motivation is an effective tool but has existing setbacks such as increased competition among employees. Ccontinual competition leads to the creation of unhealthy competition that later turns out to be rivalry. The practive can occur between departments and individual employees. This may cause them to adopt unfair practices to negatively affect the organization's better performance (Hidayah & Windijarto, 2018). On the other hand, the unnecessary competition leads to the rise of conflict amongst employees. This would make the organization to focus more on the conflict and competition and shifting its focus away from its goals and performance.
Cultural difference is a key risk associated with the practice based on the different environment that the company experiences. The culture in East Asia is not the same one in Europe and the United States. This issue is a factor that the company is likely to go through on a regular basis. The motivational approach that may apply in the Middle East may not apply in Africa making it a major risk that the company needs to assess (Hopkins, 2016). This factor is mainly related to religion and morality, and it is believed that certain employees from the region may have it. The identification of the factor as a key risk plays an important part in ensuring that cultural variations are given a broader thought as they make all the motivational methods that were identified to be practically ineffective.
Cultural differences create a key impact in the effectiveness of the motivational approaches that I would apply in the dimensional company setting. The integration of the multicultural themes can prove to be difficult based on the different cultural stereotypes that may exist. These factors create difficulties ...
1. Management is both art and science. It is the art of making people more effective than they would
have been without you.The science is in how you do that. There are four basic pillars: plan, organize,
direct, and monitor.
Sports management is a broad and highly competitive field that incorporates aspects of many different
areas, such as business, marketing and accounting. Public interest in health, fitness and spectator sports
has also increased over the years, making sports management a multibillion-dollar industry with a variety
of job opportunities for those with experience and education. Those who work in sports management
may find themselves performing various functions, such as working with the finances of an athletic
organization or creating marketing strategies. Professionals in sports management might work on
international sporting events or local, amateur ones. Other areas in sports management include college or
recreational sports management or sports economics.
Sport management is a field of education concerning the business aspects of sports and recreation.
Some examples of sport managers include the front office system inprofessional sports, college
sports managers, recreational sport managers, sports marketing, event management, facility
management, sports economics, sport finance, and sports information.(Wikipedia.com)
Sports Manager: Job Description, Duties and Requirements
Sports managers are in charge of the basic organization and scheduling of their clients. Both individual
athletes and entire organizations hire sports managers to see that everything off the field is going
smoothly. To become a sports manager it is helpful to get a bachelor's degree, find a related internship
or have experience within the sport. Graduate level degrees in sports management are available and may
enhance job prospects in this career, which has an average job growth expectancy.
Required Education Bachelor's degree is generally required by employers
Projected Job Growth* (2012-
2022)
10% for agents and business managers of artists, performers and
athletes
Median Salary* (2013)
$64,490 annually for agents and business managers of artists,
performers and athletes
Source: *U.S. Bureau of Labor Statistics (BLS)
Sports Manager Job Description
A sports manager is someone that is hired by either a team or an individual athlete to ensure that
everything that happens off the field goes smoothly. They have numerous responsibilities that revolve
around making it easier for their clients to focus on winning without worrying about the business or
organization side of sports. Unlike sports agents, managers do not focus on contracts for their clients,
instead managers ensure that their clients are getting the proper attention and training to allow them to
compete at their highest level. Sports managers are hired at a wide variety of venues including academic
institutions, amateur and professional leagues, sporting goods companies, and even sports marketing
firms.
Sports Manager Duties
The duty of a sports manager ranges widely depending on the clientele. Some sports managers are
responsible for an individual athlete and keeping them in good mental and physical health. This can mean
2. doing everything from hiring trainers to working out issues between the team and the player. The
manager is somewhat of a spokesperson for their client, charged with making sure all their needs are
met and that they are in the best possible position to succeed. This also means they must work with the
media to ensure their clients are getting a good image. They must make sure that all aspects of the
athlete's life are organized well and that they are getting the recognition they deserve
For a sports manager of a team or organization the duties are quite different. Working with an entire
organization the manager must be sure that the vast network that is required to run the operation is
working well together and organized correctly. They are responsible for smoothing out any conflicts
between departments and overseeing the inner workings of the organization. This involves working as
intermediary between the owners and players, working with the marketing division to give the team a
good public image, and keeping the right balance of employees to make everything function smoothly.
Requirements for Sports Managers
There are many different avenues to take to become a sports manager, but there are a few common
advantages that help someone get hired to manage. Many sports managers have a college degree in a
field that is related to managing, such as a business, marketing, or law degree. Many sports managers
have to start with an internship with the organization and work their way up to managing. Often
experience within the sport is a big help, as many former athletes go on to manage after their playing
aearning this graduate degree may enhance job prospects. To become a sports manager it is important
to have a good business sense and the ability to communicate and negotiate in serious discussions about
big issues.
Salary Info and Job Outlook
According to the U.S. Bureau of Labor Statistics (BLS), agents and business managers of artists,
performers and athletes, including sports managers, earned a median annual salary of $64,490 in 2013.
The BLS predicts that the employment of such workers will likely grow by about 10% between 2012 and
2022, which is average compared to all occupations.
Functions of Management (managementstudyguide.com)
Management has been described as a social process involving responsibility for economical and effective
planning & regulation of operation of an enterprise in the fulfillment of given purposes. It is a dynamic
process consisting of various elements and activities. These activities are different from operative
functions like marketing, finance, purchase etc. Rather these activities are common to each and every
manger irrespective of his level or status.
Different experts have classified functions of management. According toGeorge & Jerry, “There are four
fundamental functions of management i.e. planning, organizing, actuating and controlling”. According to
Henry Fayol, “To manage is to forecast and plan, to organize, to command, & to control”. Whereas
Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O for Organizing, S for
Staffing, D for Directing, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely
accepted are functions of management given by KOONTZ and O’DONNEL
i.e. Planning, Organizing, Staffing, Directing andControlling.
For theoretical purposes, it may be convenient to separate the function of management but practically
these functions are overlapping in nature i.e. they are highly inseparable. Each function blends into the
other & each affects the performance of others.
3. 1. Planning
It is the basic function of management. It deals with chalking out a future course of action &
deciding in advance the most appropriate course of actions for achievement of pre-determined
goals. According to KOONTZ, “Planning is deciding in advance - what to do, when to do & how to
do. It bridges the gap from where we are & where we want to be”. A plan is a future course of
actions. It is an exercise in problem solving & decision making. Planning is determination of
courses of action to achieve desired goals. Thus, planning is a systematic thinking about ways &
means for accomplishment of pre-determined goals. Planning is necessary to ensure proper
utilization of human & non-human resources. It is all pervasive, it is an intellectual activity and it
also helps in avoiding confusion, uncertainties, risks, wastages etc.
The first of the managerial functions is planning. In this step the manager will create a detailed action
plan aimed at some organizational goal.
Planning is an ongoing step and can be highly specialized based on organizational goals, division goals,
departmental goals, and team goals. It is up to the manager to recognize which goals need to be planned
within his or her individual area.
There are many different types of plans and planning. (http://www.referenceforbusiness.com/)
STRATEGIC PLANNING.
Strategic planning involves analyzing competitive opportunities and threats, as well as the strengths and
weaknesses of the organization, and then determining how to position the organization to compete
effectively in their environment. Strategic planning has a long time frame, often three years or more.
Strategic planning generally includes the entire organization and includes formulation of objectives.
Strategic planning is often based on the organization's mission, which is its fundamental reason for
existence. An organization's top management most often conducts strategic planning.
TACTICAL PLANNING.
Tactical planning is intermediate-range planning that is designed to develop relatively concrete and
specific means to implement the strategic plan. Middle-level managers often engage in tactical planning.
Tactical planning often has a one- to three-year time horizon.
4. OPERATIONAL PLANNING.
Operational planning generally assumes the existence of objectives and specifies ways to achieve them.
Operational planning is short-range planning that is designed to develop specific action steps that support
the strategic and tactical plans. Operational planning usually has a very short time horizon, from one
week to one year.
2. Organizing
It is the process of bringing together physical, financial and human resources and developing
productive relationship amongst them for achievement of organizational goals. According to
Henry Fayol, “To organize a business is to provide it with everything useful or its functioning i.e.
raw material, tools, capital and personnel’s”. To organize a business involves determining &
providing human and non-human resources to the organizational structure. Organizing as a
process involves:
Identification of activities.
Classification of grouping of activities.
Assignment of duties.
Delegation of authority and creation of responsibility.
Coordinating authority and responsibility relationships.
3. Staffing
It is the function of manning the organization structure and keeping it manned. Staffing has
assumed greater importance in the recent years due to advancement of technology, increase in
size of business, complexity of human behavior etc. The main purpose o staffing is to put right
man on right job i.e. square pegs in square holes and round pegs in round holes. According to
Kootz & O’Donell, “Managerial function of staffing involves manning the organization structure
through proper and effective selection, appraisal & development of personnel to fill the roles
designed un the structure”. Staffing involves:
Manpower Planning (estimating man power in terms of searching, choose the person and
giving the right place).
Recruitment, Selection & Placement.
Training & Development.
Remuneration.
Performance Appraisal.
Promotions & Transfer.
4. Directing
It is that part of managerial function which actuates the organizational methods to work
efficiently for achievement of organizational purposes. It is considered life-spark of the enterprise
which sets it in motion the action of people because planning, organizing and staffing are the
mere preparations for doing the work. Direction is that inert-personnel aspect of management
which deals directly with influencing, guiding, supervising, motivating sub-ordinate for the
achievement of organizational goals. Direction has following elements:
Supervision
Motivation
Leadership
Communication
5. Supervision- implies overseeing the work of subordinates by their superiors. It is the act of
watching & directing work & workers.
Motivation- means inspiring, stimulating or encouraging the sub-ordinates with zeal to work.
Positive, negative, monetary, non-monetary incentives may be used for this purpose.
Leadership- may be defined as a process by which manager guides and influences the work of
subordinates in desired direction.
Communications- is the process of passing information, experience, opinion etc from one
person to another. It is a bridge of understanding.
5. Controlling
It implies measurement of accomplishment against the standards and correction of deviation if
any to ensure achievement of organizational goals. The purpose of controlling is to ensure that
everything occurs in conformities with the standards. An efficient system of control helps to
predict deviations before they actually occur. According to Theo Haimann, “Controlling is the
process of checking whether or not proper progress is being made towards the objectives and
goals and acting if necessary, to correct any deviation”. According to Koontz & O’Donell
“Controlling is the measurement & correction of performance activities of subordinates in order to
make sure that the enterprise objectives and plans desired to obtain them as being
accomplished”. Therefore controlling has following steps:
a. Establishment of standard performance.
b. Measurement of actual performance.
c. Comparison of actual performance with the standards and finding out deviation if any.
d. Corrective action.