Managers are responsible for overseeing organizational resources to achieve goals. The four main functions of management are planning, organizing, leading, and controlling. Planning involves setting goals and strategies, organizing establishes the organizational structure, leading provides vision and motivation, and controlling monitors performance. Managers at different levels have varying responsibilities, from overseeing day-to-day operations for first-line managers to establishing company-wide goals and strategies for top managers. Modern management trends include flatter hierarchies, outsourcing, empowering employees, and self-managed teams.
all basic concept of management. what is organization? what are organizational resources and how to manage them? what is management? how it is related to the other disciplines? who is manager?what are levels of managers? functions of managers? management styles and other concepts,
all basic concept of management. what is organization? what are organizational resources and how to manage them? what is management? how it is related to the other disciplines? who is manager?what are levels of managers? functions of managers? management styles and other concepts,
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
2. What is Management?
The planning, organizing, leading, and
controlling of human and other resources to
achieve organizational goals effectively and
efficiently
3. Managers
The people responsible for supervising the use of an
organization’s resources to meet its goals
Resources include people, skills, knowledge, machinery,
computers and I.T., and financial capital
4. Organizational performance
A measure of how efficiently and effectively
managers are using organizational resources
to satisfy customers and achieve goals
5. Organizational performance
Efficiency
A measure of how well or productively
resources are used to achieve a goal
Effectiveness
A measure of the appropriateness of the goals
an organization is pursuing and the degree to
which they are achieved.
6.
7. Managerial Functions
Managers at all levels in all organizations perform
each of the functions of planning, organizing, leading,
and controlling
Henri Fayol outlined the four managerial functions in
his book General Industrial Management
9. Planning
The process of identifying and selecting appropriate
goals and courses of action
Examples: Strategic planning, financial planning,
human resources planning
10. Steps in the Planning Process
Deciding which goals to pursue
Deciding what courses of action to adopt
Deciding how to allocate resources
11. Organizing
The process of establishing a structure of
working relationships in a way that allows
organizational members to work together to
achieve organizational goals
12. Organizational Structure
A formal system of task and reporting
relationships that coordinates and motivates
organizational members
Often represented visually by a company’s
organizational chart
13. Leading
Articulating a clear vision to follow, and
energizing and enabling organizational
members so they understand the part they
play in attaining organizational goals
14. Controlling
Evaluating how well an organization is achieving its
goals and taking action to maintain or improve
performance
The outcome of the control process is the ability to
measure performance accurately and regulate efficiency
and effectiveness
15. Types of Managers
First line managers - Responsible
for day-to-day operations. Supervise
people performing activities
required to make the good or service
Middle managers - Supervise first-line
managers. Are responsible to find the
best way to use departmental resources
to achieve goals
16. Types of Managers
Top managers - Responsible for the
performance of all departments and
have cross-departmental responsibility.
Establish organizational goals and
monitor middle managers
17. Areas of Managers
Department
A group of people who work together and
possess similar skills or use the same
knowledge, tools,or techniques
18. Changes in Managerial Hierarchies
The tasks and responsibilities of managers have
changed drastically in the last decade as a result of
the widespread use of IT and stiffer global
competition
General tendencies toward leaner and flatter
organizations
19. Changes in Managerial Hierarchies
Restructuring – an attempt to make an
organization more efficient by eliminating
the jobs of large numbers of people
Outsourcing – contracting with another
company, usually (but not always) abroad, to
have it perform an activity the company once
performed itself
20. Empowerment
Expanding employees’ knowledge, tasks, and
responsibilities
Often by providing new software and
systems for employees’ use as decision-
making tools
Also, the adoption of new philosophies about
job responsibilities and authority
Especially necessary when layers of
management are being reduced
21. Self-managed teams
Groups of employees with the responsibility for
supervising their own actions such that the
team can monitor its members and the
quality of the work performed
22. Managerial Roles and Skills
Managerial role - The set of specific tasks that a person
is expected to perform because of the position he or
she holds in the organization
Mintzberg identified three categories of roles –
Decisional, Informational, Interpersonal
23. Decisional Roles
Roles associated with the methods managers use in planning
strategy and utilizing resources.
Entrepreneur—deciding which new projects or programs to
initiate and to invest resources in.
Disturbance handler—managing an unexpected event or
crisis.
Resource allocator—assigning resources between functions
and divisions, setting the budgets of lower managers.
Negotiator—reaching agreements between other managers,
unions, customers, or shareholders.
24. Informational Roles
Roles associated with the tasks needed to obtain
and transmit information in the process of
managing the organization.
Monitor—analyzing information from both the
internal and external environment.
Disseminator—transmitting information to
influence the attitudes and behavior of employees.
Spokesperson—using information to positively
influence the way people in and out of the
organization respond to it.
25. Interpersonal Roles
Roles that managers assume to provide direction and
supervision, both to employees and to the organization as
a whole.
Figurehead—symbolizing the organization’s mission and
what it is seeking to achieve.
Leader—training, counseling, and mentoring high employee
performance.
Liaison—linking and coordinating the activities of people
and groups both inside and outside the organization.
26. Managerial Skills
Conceptual skills
The ability to analyze and diagnose a situation and
distinguish between cause and effect.
Human skills
The ability to understand, alter, lead, and control the
behavior of other individuals and groups.
Technical skills
The specific knowledge and techniques required to
perform an organizational role.
28. Competencies
Specific set of skills, abilities, and experiences that gives
one manager the ability to perform at a higher level
than another manager in a particular organizational
setting
NOTE: This is different from the idea of core competencies we
talk about when we refer to the area of strategic
management
29. Challenges for Management in
a Global Environment
Rise of Global Organizations.
Building a Competitive Advantage
Maintaining Ethical and Socially
Responsible Standards
Managing a Diverse Workforce
Utilizing Information Technology and E-
commerce
30. Building a Competitive Advantage
Increasing Efficiency
Increasing Quality
Increasing Speed, Flexibility, and Innovation
Increasing Responsiveness to Customers