This document summarizes a term report on the principles of management at KASB Securities Ltd. It outlines the company's objectives of being a market leader with low commissions and affiliations with global banks. It also describes the company's planning, organizing, influencing, and controlling activities. Key aspects include strictly following goals and objectives, distributing tasks appropriately, promoting performance through bonuses and awards, and measuring employee performance for improvement. The conclusion states that KASB has been improving over four years through strong policies for employees and economic support given local conditions. Recommendations include improving training for changes and altering annual leave policies to benefit both employees and the company.
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 manager irrespective of his level or status.
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.
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 manager irrespective of his level or status.
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.
Management in businesses and organizations is the function that coordinates the efforts of people to accomplish goals and objectives by using available resources efficiently and effectively. Management includes planning, organizing, staffing, leading or directing, and controlling organization to accomplish the goal or target. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.
Management Function of an Entrepreneur - HermosuraNixzele Bernardo
Nixzele Bernardo
9-Duhat
Septemeber 06, 2019
Management Function of an Entrepreneur
The four management functions of an entrepreneur
Entrepreneurs are broadly classified
into/our categories as mentioned below
Entrepreneur Functions
Managerial Functions
ADVERTISEMENT
Promotional Functions
Commercial Functions
P.O.S.D.C of management
Planning: the process of setting objectives and determining what needs to be done to successfully accomplish the assignment-mission of an organization.
Organizing: the process of task assignment, the coordination of resources, team structuring, and work activities for the organization.
Staffing: the process of building the team by attempting to attract and retain qualified people to the organization.
Directing: the process that provides leadership, arranges motivational opportunities, and builds a good working environment.
Controlling: the process of establishing enterprise-wide standards, analyzing results, measuring actual performance and monitoring to see whether standards have been met. Controlling also includes making the right decisions and corrective actions, if needed.
Investigating Entrepreneurial
Opportunities
Effective management and leadership involve creative problem solving, motivating employees and making sure the organization accomplishes objectives and goals. There are five functions of management and leadership: planning, organizing, staffing, coordinating and controlling.
Management in businesses and organizations is the function that coordinates the efforts of people to accomplish goals and objectives by using available resources efficiently and effectively. Management includes planning, organizing, staffing, leading or directing, and controlling organization to accomplish the goal or target. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.
Management Function of an Entrepreneur - HermosuraNixzele Bernardo
Nixzele Bernardo
9-Duhat
Septemeber 06, 2019
Management Function of an Entrepreneur
The four management functions of an entrepreneur
Entrepreneurs are broadly classified
into/our categories as mentioned below
Entrepreneur Functions
Managerial Functions
ADVERTISEMENT
Promotional Functions
Commercial Functions
P.O.S.D.C of management
Planning: the process of setting objectives and determining what needs to be done to successfully accomplish the assignment-mission of an organization.
Organizing: the process of task assignment, the coordination of resources, team structuring, and work activities for the organization.
Staffing: the process of building the team by attempting to attract and retain qualified people to the organization.
Directing: the process that provides leadership, arranges motivational opportunities, and builds a good working environment.
Controlling: the process of establishing enterprise-wide standards, analyzing results, measuring actual performance and monitoring to see whether standards have been met. Controlling also includes making the right decisions and corrective actions, if needed.
Investigating Entrepreneurial
Opportunities
Effective management and leadership involve creative problem solving, motivating employees and making sure the organization accomplishes objectives and goals. There are five functions of management and leadership: planning, organizing, staffing, coordinating and controlling.
Management Functions:
Henri Fayol (1841–1925) was one of the most influential contributors to modern concepts of management.
Henri Fayol considers management to consist of six core functions:
1. Forecasting
2. Planning
3. Organizing
4. Commanding
5. Coordinating, and
6. Controlling
These functions separate the management process from other business functions such as marketing, accounting, and finance.
What Managers Do?
Managers must do five basic functions – planning, organizing, staffing, directing, and controlling.
Managers must plan, or narrow goals from their broadest to most intricate form. They must organize and create a structure for daily tasks and communication.
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 and Controlling.
(MST) Advanced Administration and Supervision in Educational Practices
(class report(s)/discussion(s))
DISCLAIMER: I do not claim ownership of the photos, videos, templates, and etc used in this slideshow
The field of performance management is experiencing a transformation. But for compensation professionals, these changes can be concerning as they can directly impact processes used to allocate pay and rewards. Learn how companies are overcoming these challenges and are successfully managing compensation in this changing performance management climate.
A study on reward and recognition program 2016Anand Yogesh
“People may forget words; People may forget actions; but people will always remember Respect, Recognition & Appreciation given to them publicly for their contributions....”
A study on reward and recognition program 2016Anand Yogesh
“People may forget words; People may forget actions; but people will always remember Respect, Recognition & Appreciation given to them publicly for their contributions....”
Simulation Strategic Plan HR 304 Spring 2019Section 01800.docxjennifer822
Simulation Strategic Plan
HR 304 Spring 2019
Section 01
8:00-9:15 am
Group #4
Strategic Plan Budget Strategy
Our company has decided to give ourselves a smaller budget for the first quarter just in case we come across some bumps in the next 3 quarters. The first quarter we will decide on our options while trying to stay within budget and based on that analysis we will increase spending in areas that are not on target. We have an annual budget of $1.3 Million. In the first quarter we were originally giving ourselves a budget of $275,000 but for good reason went over to $290,000. For the next 3 quarters we have a budget of up to $336,000 each quarter give or take depending on any issues we may or may not come across. Increasing spending incrementally will leave room for improvement in problem areas.
For first quarter spending we have decided to focus on training . Having the right employees and proper training are important factors in any business and we hope focusing on these areas will improve performance and translate into higher profitability.
We are aiming to improve several of our KPI results in the first quarter. Productivity, wellbeing, and turnover are a huge concern. By improving these as well as other KPI statistics we will hopefully have a much more profitable bottom line. We will work to improve diversity and other areas with additional spending later on in the year.
Quarter 1 Practice Areas
Option #
Spending
Performance Appraisals
7
$30,000
Work-Life Balance
7
$60,000
Training
9
$75,000
Talent Management
8
$50,000
Compensation
2
$40,000
Selection
6
$35,000
Total
$290,000
Spending Analysis
Performance Appraisal-Option 7, Cost: $30,000.00
“Use results-oriented appraisals that focus both employees and managers on the impact of employees’ work, rather than on less relevant features; consequently, employee results tend to improve, with greater contribution to strategic goals.”
We chose the results-oriented appraisals for our company because we believe it will allow employees to significantly improve their results if they working towards a certain goal. Performance appraisals benefit not only the manager and employee but the overall company itself. It will give managers a chance to provide employees with positive feedback or constructive criticism. Employees will be able to know what they are doing well in and what areas they should be improving in and how to do so. Focusing our performance appraisals based off results will allow managers to compare the results alongside the goals that are set in the beginning for the employees. They will be able to pinpoint exactly the areas that need improving.
If our employees know exactly what goals are to be achieved in the beginning, they are more likely to accomplish those goals. The results will be measured to the objectives that were first given and employees will be able to determine if the goal was achieved or not.
Work/Life Balance-Option 7, Cost: $60,000
Programs to ma.
The Presentation is all about Decision Making Process. I have illustrated decision making process that brings significant change in an organization MSRM Textile. Presentation had been done for my MBA's Management & Organizational Behavior.
Running head DELTA PACIFIC CASE STUDY 1DELTA PACIFIC CASE S.docxsusanschei
Running head: DELTA PACIFIC CASE STUDY 1
DELTA PACIFIC CASE STUDY 7
Delta Pacific Case Study
Author Note
This paper is being submitted on October 20, 2016, for Leading Change course.
Delta Pacific Case Study
The Delta Pacific Company has an extensive success history. The company has always been at the fore front in the information technology development since the 1970s and directed the market in technology manufacturing, development and sales all through the 1980s to the mid-1990s. Delta Pacific Company was a success story.
They constantly met or surpassed their profit targets, effectively incorporated new expertise into their products, and they were regarded as one of the best workers in the country. With kind benefit packages, a superior quality of work life, industry foremost salaries, and an organizational culture that considered its workers to be part of a family, prospective employees were lined up for chances to join Delta Pacific Company.
Nevertheless, with the introduction of globalization, low price overseas labor and freer trade, Delta Pacific Company found itself gradually losing market share for its main product: computer hardware. Delta Pacific Company had took pride on manufacturing and selling the best products and teaching its sales team to develop enduring relationships with customers that brought them back year in and year out for their technology.
Along with hardware, Delta Pacific Company also sold service deals and training lessons for the consumers of their products. By the end of 1990s it became obvious to the management at Delta Pacific Company that they could not compete any more with less costly products being manufactured overseas. Delta Pacific Company realized that they required making a change in their business model and they supposed they had a new image for their company.
The current global environment does not allow companies to utilize traditional factors if they aim at maintaining a competitive advantage over other businesses. For this reason, firms have to restructure their operations to ensure that modern factors are utilized as seen in the case of Delta Pacific. Alongside the shift to product-oriented to knowledge-oriented line of operation, Delta Pacific requires a change model that ensures the success of this shift.
Initial review of the contingency plan that could help assist within this case study would have been the Situational Leadership model, however after further research, The Robert House’s path-goal contingency model can be used to affect the organizational change in Delta Pacific. The theory is based on the idea that goals are achieved when some effort is put in, and a reward is given after achievement (Lipman-Blumen, 2014).
The Delta Pacific case study demonstrates challenges that take place in a business modifying its business model. Initially, the business used a traditional model in which the customer relationships were put up through the products and services suppli ...
Refrigerator Industry of Pakistan 2017Shehroz Adil
Data compiled over stats of 2016 sales. Overall processes and structure discussed of Dawlance as it's the company that has the overall proper channel and distribution procedure within the country.
Course : Organizational Behaviour
Company : Pakistan State Oil (PSO)
Description: Insights of the company structural wise and the articles defined according to the organization for supporting leadership.
Business Proposal for Wall's "Diletto carnation"Shehroz Adil
Its a presentation on a brand most needed in Pakistan due to its healthy characteristics, an Ice cream made of cow milk. With drastic changes in Pakistan's market, a risk worth taking for a product defined for neiche market.
This report was made with collaboration of Sarim, Bella, Omair Amir and me, for our final project of Sales Management at IoBM (CBM).
2. INTRODUCTION:
KASB SECURITIES
It deals in commodities trading
It strive to provide the best price, the best service and the best
technology
3. COMPANY’S OBJECTIVES
Market leader
Lowest commissions
Affiliation with a global investment bank
Daily research reports
Extensive foreign markets experience
Tried and tested superior client service
4. PLANNING
The company carry forwards the goals and objectives very strictly.
They have been the market trend makers.
Every employee gives his 100% while evaluating our project’s
success.
They have to have their eyes 24/7 on the foreign currencies.
Tasks are distributed in assign tasks to the appropriate administrators.
They make alternative plans in case of any drawback due to failure
or delays in their working schedules.
The manager did make some risky decisions as every manager has
to take certain risks in their career.
5. ORGANIZING
Challenging tasks gives exposure to the individual and non-
challenging ads to their experiences.
Tasks are given on group basis.
Every individual has to complete a certain task in the group.
They propose meetings in which everyone has their time to speak
and give ideas.
They are reducing their costs since the past two years, to be more
efficient.
Promote sub ordinates rather than recruiting people from outside
the organization.
6. INFLUENCING
Decisions are made at all management levels to motivate
employees.
Employees care more about monetary benefits, the company gives
them bonuses on occasions like Eid.
Formal way of communication but it has a friendly environment to
make the employees feel comfortable.
Internees are recruited in the company according to their
evaluated performances.
Training programs.
7. CONTROLLING
Measuring performances of the employees through rating scale.
Employees are given performance awards, appreciation.
The company’s policy is based on consistent performance.
It wants its employees’ performance to improve every time.
The company compares its performance with previous years.
8. CONCLUSION
KASB SECURITIES ltd is flourishing from past four year they have been improving in every aspect.
The credit goes to the Top Management and their whole company for performing consistently in
a very positive manner.
They have come up with the best policies for both employees and the company which have
made them the leaders as they were the first listed brokerage company and the trend setter of
their field.
Their management emphasis on economical needs of their employees as the economical
conditions of Pakistan overall are very hard to survive with inflation and other negative influences.
They do provide with sufficient monetary benefits and job security which in itself is a relief and
satisfaction for the employees who are working there, with bonuses on both EIDs and other
benefits such as Fuel, Mobile billings, Family insurance and Car are awarded on promotion which
is completely based on performance, Making KASB SECURITIES Ltd are very desirable place to
work in for any fresh talent.
They provide their company as a nursery to establish your skills and they reward you with
increment and promotions and perks, a company that rely on growing their employees for higher
position rather than recruiting out from the market (competitors).
They have a strong culture which should be appraised and which can not be ignored however
they have to make efforts in the training department of their company for making the staff sharp
enough to grab opportunities of change that can lead them to great heights.
9. RECOMMENDATIONS
After a detailed interview with Mr.Najmus Saqib we did ask some questions from the employees of KASB
securities Ltd and we have come up with some recommendations after viewing their organization from
the perspectives of both an Employee and Top Management.
As described in interview about the system upgrade in the company to “ORACLE 10G” most of the
employees faced difficulty in accepting the change although before this change all the work was of
stone age (paper work, cheques, requirement of signatures on big amounts) and this upgrade resulted
more time saving and fast processing but the complain which we faced was no proper training facilities
were provided.
Hence the change was beneficial but it took a lot of time for the staff to settle in the new manner of
doing their work and other processes. We recommend to have an effective training program in future for
any big change the top management decide to brought in the company.
The second aspect to recommend on is the annual leaves which are of one month with salary
according to policies it’s follows on with the financial year end and start. It should be altered in such a
way that it would benefit both the organization and the employee, at the moment it’s all the employee
who is getting the perks on this particular aspect.
We would recommend to alter it in a way that leaves can get added to next year and with having two
months on leaves the employee can cash the salary for 60 days in return for 40 days leaves and enjoy 20
days leaves. In this way the organization’s expense will be same but the employee will be more
contained to his/her work and would avoid using their annual leaves as to cash them later as their
additional bonus.