Organization and management 2 Management Function
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Management involves planning work, organizing resources, leading people, and controlling processes. The document outlines the key functions of management - planning, organizing, staffing, leading, and controlling - and instructs students to match words with each function as an activity. It also reminds students of classroom rules and assignments.
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Organization and management 1
For references purposes only of the students in Taytay SHS taking Organization and Management specialized subject
Chapter 1 The nature and concept of management
The document discusses the concepts of management and organization. It defines management as coordinating human and material resources to achieve organizational objectives. Managers plan and direct work, monitor performance, and take corrective actions. They may directly oversee workers or supervise other supervisors. Good managers know how to manage people rather than needing expertise in each worker's tasks. The document also examines managerial roles, skills, and the functions of planning, organizing, staffing, leading, and controlling in management.
Organization and management 3 a Evolution of Management Theory
This document provides an overview of management concepts including:
- Scientific management pioneered by Taylor focused on defining the "one best way" to perform tasks.
- Fayol described general management principles like division of work and authority.
- Quantitative approaches use statistics and models to analyze problems and improve decisions.
- Organizational behavior examines how people and groups function within organizations.
- Current trends include addressing ethics, diversity, and globalization challenges in management.
Chapter 2 lesson 3 phases of economic development
The document discusses criteria for classifying phases of economic development, including means of livelihood, extent of economic activity, and medium of exchange. It provides examples of how people obtained food through hunting and fishing in early phases, transitioned to farming and ownership of land, and now rely on manufacturing companies using machinery. Economic activity expanded from satisfying needs within families to relations between families and grouping of villages. Exchange evolved from direct bartering of goods and services to using stable objects as money and eventually incorporating credit through promises of future payment.
Lesson 1 organization and management
This document discusses the relationship between organizations and management. It states that organizations and management are interdependent and require each other. Organizations structure human actions and goals, while management coordinates resources to achieve organizational objectives. The document also examines different types of organizations, both formal and informal, and explores the roles and functions of management in integrating elements to accomplish organizational goals.
Community Engagement Part6
The Commission on Human Rights (CHR) is a constitutional office in the Philippines mandated to protect and promote human rights. Its mandate includes:
- Investigating all forms of human rights violations involving civil and political rights
- Monitoring the Philippine government's compliance with international treaty obligations on human rights
- Recommending policies to promote and protect human rights to the government and private entities
- Providing assistance to victims of human rights violations
- Conducting information campaigns on human rights
- Establishing a continuing program of research, education and information to enhance respect for the primacy of human rights
So in summary, the CHR is tasked with protecting, promoting and fulfilling human rights for all people in the Philippines through monitoring, enforcement, education
Chapter 2 the firm and its environment
The document discusses the internal and external environment of a firm. The external environment includes factors like customers, suppliers, shareholders, media, competitors, and the political, economic, social, technological, legal, and environmental conditions. The internal environment comprises of elements within the organization like its mission statement, products, machinery, organizational structure, and culture. Environmental scanning involves gathering and analyzing information about the business environment for strategic decision making.
Chapter 2 lesson 2 the local and international business environment of the firm
Chapter 2 lesson 2 the local and international business environment of the firmDepartment of Education
The document discusses cultural intelligence and cultural dimensions that are important for organizations to consider. It explains that cultural intelligence is an individual's ability to adapt to unfamiliar cultures. It also describes key cultural dimensions such as power distance, uncertainty avoidance, and individualism vs collectivism. Additionally, it discusses how the concept of time can vary across monochronic and polychronic cultures. The document emphasizes the importance of understanding different cultural factors that can influence organizations and their management.Recommended
Organization and management 1
For references purposes only of the students in Taytay SHS taking Organization and Management specialized subject
Chapter 1 The nature and concept of management
The document discusses the concepts of management and organization. It defines management as coordinating human and material resources to achieve organizational objectives. Managers plan and direct work, monitor performance, and take corrective actions. They may directly oversee workers or supervise other supervisors. Good managers know how to manage people rather than needing expertise in each worker's tasks. The document also examines managerial roles, skills, and the functions of planning, organizing, staffing, leading, and controlling in management.
Organization and management 3 a Evolution of Management Theory
This document provides an overview of management concepts including:
- Scientific management pioneered by Taylor focused on defining the "one best way" to perform tasks.
- Fayol described general management principles like division of work and authority.
- Quantitative approaches use statistics and models to analyze problems and improve decisions.
- Organizational behavior examines how people and groups function within organizations.
- Current trends include addressing ethics, diversity, and globalization challenges in management.
Chapter 2 lesson 3 phases of economic development
The document discusses criteria for classifying phases of economic development, including means of livelihood, extent of economic activity, and medium of exchange. It provides examples of how people obtained food through hunting and fishing in early phases, transitioned to farming and ownership of land, and now rely on manufacturing companies using machinery. Economic activity expanded from satisfying needs within families to relations between families and grouping of villages. Exchange evolved from direct bartering of goods and services to using stable objects as money and eventually incorporating credit through promises of future payment.
Lesson 1 organization and management
This document discusses the relationship between organizations and management. It states that organizations and management are interdependent and require each other. Organizations structure human actions and goals, while management coordinates resources to achieve organizational objectives. The document also examines different types of organizations, both formal and informal, and explores the roles and functions of management in integrating elements to accomplish organizational goals.
Community Engagement Part6
The Commission on Human Rights (CHR) is a constitutional office in the Philippines mandated to protect and promote human rights. Its mandate includes:
- Investigating all forms of human rights violations involving civil and political rights
- Monitoring the Philippine government's compliance with international treaty obligations on human rights
- Recommending policies to promote and protect human rights to the government and private entities
- Providing assistance to victims of human rights violations
- Conducting information campaigns on human rights
- Establishing a continuing program of research, education and information to enhance respect for the primacy of human rights
So in summary, the CHR is tasked with protecting, promoting and fulfilling human rights for all people in the Philippines through monitoring, enforcement, education
Chapter 2 the firm and its environment
The document discusses the internal and external environment of a firm. The external environment includes factors like customers, suppliers, shareholders, media, competitors, and the political, economic, social, technological, legal, and environmental conditions. The internal environment comprises of elements within the organization like its mission statement, products, machinery, organizational structure, and culture. Environmental scanning involves gathering and analyzing information about the business environment for strategic decision making.
Chapter 2 lesson 2 the local and international business environment of the firm
Chapter 2 lesson 2 the local and international business environment of the firmDepartment of Education
The document discusses cultural intelligence and cultural dimensions that are important for organizations to consider. It explains that cultural intelligence is an individual's ability to adapt to unfamiliar cultures. It also describes key cultural dimensions such as power distance, uncertainty avoidance, and individualism vs collectivism. Additionally, it discusses how the concept of time can vary across monochronic and polychronic cultures. The document emphasizes the importance of understanding different cultural factors that can influence organizations and their management.Lesson 2 Evolution of Management Theories
The document discusses the evolution of several management theories from Scientific Management to Total Quality Management to Organizational Behavior. It traces the development of theories from a focus on work efficiency under Scientific Management to considering customer satisfaction and human behavior. Several theorists are credited with developing these theories including Taylor, Fayol, Deming, Juran, and others to improve organizational management over time.
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https://l.facebook.com/l.php?u=http%3A%2F%2Fwww.academia.edu%2F31500683%2FPRINCIPLES_AND_BASIC_TECHNIQUES_OF_IMAGE_MANIPULATION&h=ATPJ7WY1iCxHNPIGwhlQjyyf8Jd_JGKO_93BqeDgdtP5FDMRaHe6QfyZxweTjxyugU8QNtjEka1CS-zjOJARcbfEkSyxsex8deJnMbJZi1oadOAArPv_A32H0iApOk5RoLw0hnDsk0iu
https://l.facebook.com/l.php?u=https%3A%2F%2Fprezi.com%2Fozk2zp4nqivc%2Fprinciples-of-visual-message-design-using-infographics%2F&h=ATPJ7WY1iCxHNPIGwhlQjyyf8Jd_JGKO_93BqeDgdtP5FDMRaHe6QfyZxweTjxyugU8QNtjEka1CS-zjOJARcbfEkSyxsex8deJnMbJZi1oadOAArPv_A32H0iApOk5RoLw0hnDsk0iu
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The document discusses the functions, roles, and skills of managers. It describes managers as achieving objectives through efficiently and effectively using resources. The core functions of managers are planning, organizing, staffing, directing, and controlling. Managers fulfill interpersonal, informational, and decisional roles. They require technical, interpersonal, and decision-making skills. Managers use human, financial, physical, and information resources. They can operate at the top, middle, or first-line levels of management within an organization.
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The document discusses the internal and external business environments that can positively or negatively impact an organization's performance. It defines the general external environment as including economic, socio-cultural, politico-legal, demographic, technological, and world/ecological factors. The specific external environment includes stakeholders, customers, pressure groups, investors, and employees. The internal environment encompasses an organization's resources, R&D, production, procurement, and products/services. It also describes environmental scanning, organizational culture, economic development phases, types of business organizations, and competitive forces that influence industry competition.
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2. Management is defined as goal-oriented, universal, continuous, multidisciplinary, and both a science and an art. The functions of management include planning, organizing, leading, and controlling.
3. A manager achieves objectives through efficient and effective use of resources. Key roles of a manager include spokesperson, monitor, and disseminator. Managerial skills include human skills, conceptual skills, and technical skills.
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This document discusses the functions, roles, and skills of a manager. It defines a manager as an individual who supervises others' work, ensures responsibilities are met, and optimally uses human and material resources to encourage high performance. The document also outlines different managerial levels in an organization, with top-level managers focusing on long-term goals, stability, and overall efficiency at the corporate level as CEOs, COOs, Presidents, and Vice Presidents. Middle managers oversee departments and ensure goals and strategies are implemented properly. Lower-level managers directly supervise employees and make sure day-to-day work is completed.
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Management involves directing and coordinating the work of others to efficiently achieve organizational goals. It includes five core functions: planning, organizing, staffing, leading, and controlling. Planning involves setting goals and strategies. Organizing determines how work will be done and who will do it. Staffing involves recruiting and maintaining staff. Leading motivates people. Controlling monitors progress to ensure plans are followed. Management aims to maximize efficiency in resource use and effectiveness in goal achievement.
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The document discusses the evolution of several management theories from Scientific Management to Total Quality Management to Organizational Behavior. It traces the development of theories from a focus on work efficiency under Scientific Management to considering customer satisfaction and human behavior. Several theorists are credited with developing these theories including Taylor, Fayol, Deming, Juran, and others to improve organizational management over time.
Staffing (Organizational Management)
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https://l.facebook.com/l.php?u=http%3A%2F%2Fwww.academia.edu%2F31500683%2FPRINCIPLES_AND_BASIC_TECHNIQUES_OF_IMAGE_MANIPULATION&h=ATPJ7WY1iCxHNPIGwhlQjyyf8Jd_JGKO_93BqeDgdtP5FDMRaHe6QfyZxweTjxyugU8QNtjEka1CS-zjOJARcbfEkSyxsex8deJnMbJZi1oadOAArPv_A32H0iApOk5RoLw0hnDsk0iu
https://l.facebook.com/l.php?u=https%3A%2F%2Fprezi.com%2Fozk2zp4nqivc%2Fprinciples-of-visual-message-design-using-infographics%2F&h=ATPJ7WY1iCxHNPIGwhlQjyyf8Jd_JGKO_93BqeDgdtP5FDMRaHe6QfyZxweTjxyugU8QNtjEka1CS-zjOJARcbfEkSyxsex8deJnMbJZi1oadOAArPv_A32H0iApOk5RoLw0hnDsk0iu
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Chapter 4 organizing
The document discusses the nature and types of organization structures. It describes a formal organization as having well-defined jobs, authority, and accountability. An informal organization arises spontaneously from interpersonal relationships. The document contrasts key differences between formal and informal organizations, such as how formal organizations are deliberately created by management to achieve objectives, while informal organizations emerge to provide social and psychological satisfaction. Formal organizations are larger in size and follow rules and hierarchies, whereas informal organizations are smaller and communication flows through informal channels.
ABM 11_ORGANIZATION AND MANAGEMENT_Q1_W1_Mod1.pdf
1. The document discusses the evolution of management thought and key concepts in management. It covers pre-scientific management, classical theories of Taylor and Fayol, neo-classical theory including the Hawthorne experiments, and modern systems theory.
2. Management is defined as goal-oriented, universal, continuous, multidisciplinary, and both a science and an art. The functions of management include planning, organizing, leading, and controlling.
3. A manager achieves objectives through efficient and effective use of resources. Key roles of a manager include spokesperson, monitor, and disseminator. Managerial skills include human skills, conceptual skills, and technical skills.
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The Nature of Organization and Management; Structural elements of Management;Management Functions; O and M in Public Sector; O and M Techniques;
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This document provides an overview of management and organization. It defines management as achieving organizational objectives through people and resources. The key functions of management are identified as planning, organizing, staffing, communicating, motivating, leading, and controlling. Managers direct individuals to pursue organizational goals by assuming interpersonal, informational, and decisional roles. An organization is a collection of people working together to achieve a common purpose and is the means by which objectives are achieved.
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This document discusses leadership concepts and styles. It covers Blake and Mouton's managerial grid leadership styles, which are assessed based on two dimensions: concern for people and concern for tasks. The five styles on the grid are impoverished, country club, authority/obedience, team leader, and middle of the road. Middle of the road is identified as the most effective style because it balances concern for both people and production. Students will study these leadership styles and the characteristics of effective team leaders.
Lesson 3 Functions, Roles and Skills of a Manager
This document discusses the functions, roles, and skills of a manager. It defines a manager as an individual who supervises others' work, ensures responsibilities are met, and optimally uses human and material resources to encourage high performance. The document also outlines different managerial levels in an organization, with top-level managers focusing on long-term goals, stability, and overall efficiency at the corporate level as CEOs, COOs, Presidents, and Vice Presidents. Middle managers oversee departments and ensure goals and strategies are implemented properly. Lower-level managers directly supervise employees and make sure day-to-day work is completed.
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This document discusses the nature and types of organizations. It defines an organization as a collection of people who work together to achieve common goals. An organization can be formal, with well-defined roles and hierarchies, or informal, consisting of interpersonal relationships. The key principles of organizations discussed are division of labor, unity of command, authority and responsibility, and span of control. The document also examines public sector, private sector, and non-governmental organizations, as well as different organizational structures like flat, functional, divisional, and matrix structures.
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The document discusses the key elements of a business plan, which is a written document prepared by an entrepreneur that describes all relevant internal and external factors involved in starting a new venture. A business plan integrates functional plans like marketing, finance, manufacturing, and human resources. It should provide a complete picture of the new venture and be written from the perspective of an entrepreneur, marketer, and investor. A typical business plan outline includes sections on industry analysis, venture description, production, operations, marketing, organization, risk assessment, finances, and an appendix.
FUNCTIONS-ROLES-AND-SKILLS-OF-A-MANAGER.pptx
This document discusses the functions, roles, and skills of a manager. It begins by defining a manager as someone who plans, organizes, leads, and controls people to achieve organizational goals. It then outlines the main functions of management as planning, organizing, leading, and controlling. It differentiates between the three levels of management - top-level managers who make strategic decisions, middle-level managers who implement strategies, and frontline managers who oversee daily operations. Finally, it discusses important managerial skills like conceptual skills, technical skills, and human skills, as well as the ten main roles managers play as identified by Mintzberg, including figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur
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The document defines staffing as filling and maintaining positions in an organization's structure. It involves acquiring, deploying, and retaining employees. Acquiring involves recruiting and hiring. Deployment places new hires in jobs and manages employee movement. Retention systems seek to manage employee turnover. Factors like promotion policies, technology, management support, and laws influence staffing. Recruitment finds candidates while selection chooses employees. The recruitment and selection process includes defining jobs, attracting candidates, interviews, testing, hiring, and orientation. Training improves current job performance while development helps employees grow, and examples of programs include orientation, apprenticeships, health and safety training, team training, diversity training, and mentoring.
Different Controlling Methods and Techniques.pptx
This document discusses different controlling methods and techniques. It defines controlling as a management function that involves monitoring, comparing, and correcting actions to ensure they are aligned with organizational goals and standards. The document distinguishes between three types of control: feedforward, concurrent, and feedback control. It also discusses financial control methods like budgetary control and ratio analysis. Budgetary control involves planning operations in advance using budgets and comparing actual results. Ratio analysis evaluates financial performance by calculating ratios using information from the statement of financial position and income statement.
Introduction To Management And Organization P O M
This document provides an introduction to management and organizations. It defines management as coordinating work activities to be completed efficiently and effectively through other people. The four main functions of management are planning, organizing, leading, and controlling. Managers perform various roles such as figurehead, leader, liaison, monitor, and decision maker. Management requires technical, human, and conceptual skills. Managers must coordinate interdependent parts and understand external factors as organizations are open systems that interact with their environment. Different management approaches are needed depending on contingency variables like organizational structure and technology. The document also defines an organization and explains why studying management is important and rewarding.
definition and functions of management
Management involves directing and coordinating the work of others to efficiently achieve organizational goals. It includes five core functions: planning, organizing, staffing, leading, and controlling. Planning involves setting goals and strategies. Organizing determines how work will be done and who will do it. Staffing involves recruiting and maintaining staff. Leading motivates people. Controlling monitors progress to ensure plans are followed. Management aims to maximize efficiency in resource use and effectiveness in goal achievement.
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This document provides information about the parts of the Microsoft Word 2013 screen and their functions. It contains two coded messages that reveal the parts when decoded with the given clues. The parts of the Word screen include the File Tab, Quick Access Toolbar, Title Bar, Close Button, Ribbon, Scroll Bars, Document Window, Zoom Slider, View Shortcuts, Status Bar, Insertion Point, and Ruler. The decoded messages indicate that Microsoft Word is a powerful word processing program that gives users tools to create a variety of professional documents.
Word processor
The document discusses the evolution of writing tools from ancient times to modern word processors. It begins with ancient writing systems like cuneiform and Egyptian hieroglyphs that were carved onto stone and clay tablets. It then outlines early manual writing tools like chisels and pens. The typewriter was invented in the late 19th century to ease writing. Word processors then replaced typewriters by allowing text editing on computers and printers. The document examines some of the earliest word processors like WordStar, WordPerfect and OpenOffice Writer before discussing the development of Microsoft Word.
Session 2 test construction.mt's
This document provides information and guidance on test construction. It discusses that the purpose of test construction is to improve the educational program and make it more effective. It outlines objectives around identifying cognitive domains of learning and constructing test items. It also discusses Bloom's taxonomy and the six cognitive domains. Various activities are presented to help teachers practice constructing test items aligned to objectives and cognitive domains, including using a table of specifications to plan assessments. The document emphasizes the importance of test construction in evaluating student learning and providing feedback to improve teaching.
Cooking ingredients
This document provides information about various ingredients that can be substituted when cooking commercially. It discusses allspice, cinnamon, nutmeg, cardamom, cloves, apple pie spice, arrowroot, cream of tartar, yogurt, molasses, bay leaves, bread crumbs, rolled oats, broth, bouillon cube, butter, margarine, shortening, lard, ketchup, tomato sauce, chili sauce, and chives. It describes where the ingredients come from, their properties, and common uses in cooking.
Color theory
The document discusses color theory and color schemes. It defines primary colors as red, blue, and yellow, which when mixed together produce secondary colors of green, orange, and violet. Tertiary colors are produced by mixing a primary and secondary color. The color wheel is explained showing the relationships between colors. Warm colors include red, orange, and yellow while cool colors are blue, green, and violet. Different color schemes such as monochromatic, complementary, split complementary, and triadic are outlined.
Computer software
This document discusses different types of computer software. It defines software as programs that make computers run by providing sets of instructions to tell computers what to do. There are two main types of software: system software (also called operating systems) and application software. System software includes programs like Microsoft Windows, Mac OS, Linux, and Android that control hardware and automatically run other programs. Application software enables users to perform tasks like word processing, spreadsheet calculations, database management, multimedia editing, and more. Application software is created using programming languages that provide instructions for computers.
Computer software
This document discusses different types of computer software. It defines software as programs that make computers run by providing sets of instructions to tell computers what to do. There are two main types of software: system software (also called operating systems) and application software. System software runs automatically and performs tasks like loading other programs, protecting the computer, and controlling hardware. Popular operating systems include Microsoft, Mac OS, Linux, and Android. Application software enables users to perform tasks like word processing, spreadsheet calculations, database management, multimedia editing, and more. Application software is created using programming languages that provide instructions for computers.
Fundamentals of computer output devices
This document discusses various computer output devices. It describes speakers that convert output data into sound, monitors that receive signals from a video card and provide a graphical or textual display, and printers that create images on paper or other media using technologies like ink transfer or heat transfer. The document discusses different types of printers like laser printers, inkjet printers, and dot matrix printers, and how they are classified by characteristics like quality, speed, whether they are impact or non-impact. It also briefly mentions other output devices like headphones and projectors.
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تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
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Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
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