This document provides an overview of management concepts including:
1) Management includes planning, organizing, staffing, directing, and controlling as its key functions.
2) There are three levels of management - top, middle, and lower/operational level management.
3) Management
Introduction to Management - Meaning, Nature, Scope, Levels of ManagementSumit Sharaf
Introduction & Definition of Management
Components of Management
Features of Management
Functions of Management
Level of Management
Management and Administration
Management as Profession
Significance of Management from the point of view of Modern Business Operations.
The main objectives of this course are to: 1. To conceptualize an idea about marketing and related terms 2. To provide insight about various forms and types of marketing 3. To analyze various components of marketing channels 4. To understand various concepts relating to consumer behavior 5. To introduce the components of marketing mix 6. To understand the importance of retailing in today’s context 7. To understand emerging marketing trends and regulatory mechanisms
This document provides an overview of management concepts, functional areas of management, and the development of management thought. It discusses key topics such as the nature, functions, and importance of management. It also summarizes Max Weber's bureaucratic model of management from the classical period of management thought and describes the main features of his model, including an administrative class, hierarchy, division of work, and official rules. Finally, it briefly outlines the neo-classical and modern periods of management theory development.
Management involves planning, organizing, leading, and controlling organizational resources and activities. The key functions of management include planning, organizing, staffing, leading, and controlling. Planning involves setting goals and determining how to achieve them. Organizing involves structuring work activities and assigning responsibilities. Leading involves motivating and influencing employees. Controlling involves monitoring performance and taking corrective actions when needed. Effective management aims to achieve organizational goals efficiently and effectively through coordinating the efforts of people and other resources.
1) The document discusses the key concepts of management including definitions, levels of management, functions of management, roles of managers, and the evolution of management thought.
2) It describes management as an art of getting work done through others and identifies three levels - top, middle, and lower management.
3) The five classic management functions are identified as planning, organizing, staffing, directing, and controlling.
The document defines management and its key characteristics. It discusses the different levels of management including top, middle, and lower level management. It then outlines the main functions of management, which include planning, organizing, staffing, directing, and controlling. Planning involves deciding objectives and courses of action in advance. Organizing involves defining jobs and allocating resources. Staffing involves obtaining and retaining qualified personnel. Directing includes guiding and motivating subordinates. Controlling compares actual performance to standards and takes corrective actions.
This document discusses the nature of management. It defines management as the process of getting work done through others. Management involves planning, organizing, staffing, directing, and controlling organizational resources and activities. The document outlines the characteristics of management, including that it is universal, goal-oriented, requires group effort, and exists at multiple levels of an organization. It also describes the main functions and levels of management.
Management involves planning, organizing, actuating and controlling resources to achieve objectives. The key managerial tasks include coaching employees, planning activities, motivating workers, organizing roles and responsibilities, staffing positions, controlling progress against goals, and negotiating with internal and external stakeholders. Planning sets goals and policies, organizing defines job duties, staffing recruits and trains employees, leading guides subordinates, and controlling checks results and takes corrective actions.
Introduction to Management - Meaning, Nature, Scope, Levels of ManagementSumit Sharaf
Introduction & Definition of Management
Components of Management
Features of Management
Functions of Management
Level of Management
Management and Administration
Management as Profession
Significance of Management from the point of view of Modern Business Operations.
The main objectives of this course are to: 1. To conceptualize an idea about marketing and related terms 2. To provide insight about various forms and types of marketing 3. To analyze various components of marketing channels 4. To understand various concepts relating to consumer behavior 5. To introduce the components of marketing mix 6. To understand the importance of retailing in today’s context 7. To understand emerging marketing trends and regulatory mechanisms
This document provides an overview of management concepts, functional areas of management, and the development of management thought. It discusses key topics such as the nature, functions, and importance of management. It also summarizes Max Weber's bureaucratic model of management from the classical period of management thought and describes the main features of his model, including an administrative class, hierarchy, division of work, and official rules. Finally, it briefly outlines the neo-classical and modern periods of management theory development.
Management involves planning, organizing, leading, and controlling organizational resources and activities. The key functions of management include planning, organizing, staffing, leading, and controlling. Planning involves setting goals and determining how to achieve them. Organizing involves structuring work activities and assigning responsibilities. Leading involves motivating and influencing employees. Controlling involves monitoring performance and taking corrective actions when needed. Effective management aims to achieve organizational goals efficiently and effectively through coordinating the efforts of people and other resources.
1) The document discusses the key concepts of management including definitions, levels of management, functions of management, roles of managers, and the evolution of management thought.
2) It describes management as an art of getting work done through others and identifies three levels - top, middle, and lower management.
3) The five classic management functions are identified as planning, organizing, staffing, directing, and controlling.
The document defines management and its key characteristics. It discusses the different levels of management including top, middle, and lower level management. It then outlines the main functions of management, which include planning, organizing, staffing, directing, and controlling. Planning involves deciding objectives and courses of action in advance. Organizing involves defining jobs and allocating resources. Staffing involves obtaining and retaining qualified personnel. Directing includes guiding and motivating subordinates. Controlling compares actual performance to standards and takes corrective actions.
This document discusses the nature of management. It defines management as the process of getting work done through others. Management involves planning, organizing, staffing, directing, and controlling organizational resources and activities. The document outlines the characteristics of management, including that it is universal, goal-oriented, requires group effort, and exists at multiple levels of an organization. It also describes the main functions and levels of management.
Management involves planning, organizing, actuating and controlling resources to achieve objectives. The key managerial tasks include coaching employees, planning activities, motivating workers, organizing roles and responsibilities, staffing positions, controlling progress against goals, and negotiating with internal and external stakeholders. Planning sets goals and policies, organizing defines job duties, staffing recruits and trains employees, leading guides subordinates, and controlling checks results and takes corrective actions.
This document discusses the key concepts of management including definitions, functions, levels, and types of managers. It provides definitions of management from several perspectives and notes the core components include planning, organizing, directing, and controlling activities and resources to achieve organizational goals. The main functions of management are identified as planning, organizing, staffing, directing, communicating, controlling, coordinating, motivating, supervising, and leading. Three levels of management - top, middle, and lower - are outlined along with their typical roles and responsibilities in organizations.
managerial function in mnagement course .pptxaysarali111
The document discusses the five basic functions of management: planning, organizing, staffing, leading, and controlling. Planning involves determining an organization's direction and goals. Organizing involves determining activities and assigning resources to execute plans. Staffing is the process of hiring and developing personnel. Leading focuses on motivating employees and influencing behavior. Controlling evaluates plan execution and progress toward goals.
Pom unit-i, Principles of Management notes BBA I Semester OUBalasri Kamarapu
BBA notes, Osmania University, I sem, Principles of Management, PPT of Principles of Management, Osmania University BBA Notes, POM notes by NET qualified faculty
This document provides an overview of management concepts and the evolution of management theories. It defines management as the process of planning, organizing, staffing, directing and controlling human efforts to achieve organizational goals. The key points made in the document are:
1) Management is a goal-oriented, universal, continuous process that is both an art and a science. It involves integrating individual and organizational goals.
2) The functions of management include planning, organizing, staffing, directing, and controlling. Planning involves deciding goals and courses of action, organizing is setting up the organizational structure, staffing is recruiting employees, directing is guiding employees, and controlling is monitoring progress.
3) Management occurs at multiple levels including top
This document provides an overview of management principles and concepts. It defines management as coordinating work through people to achieve organizational goals. It then discusses several definitions of management provided by experts. It describes the nature of management as a universal, goal-oriented, intellectual, ongoing process that is both an art and a science. It also discusses the levels of management, functions of management, and contrasts administration with management. Finally, it provides an overview of the evolution of management thought including contributions from Taylor on scientific management and Fayol on administrative management.
This document provides an overview of management principles and concepts. It defines management as coordinating work through people to achieve organizational goals. It then discusses several definitions of management provided by experts. It describes the nature of management as a universal, goal-oriented, intellectual, ongoing process that is both an art and a science. It also discusses the levels of management, functions of management, and contrasts administration with management. Finally, it discusses some of the early contributors to management thought, including Taylor's scientific management principles and Fayol's administrative management approach.
This document provides an overview of management concepts including definitions of management, the nature and purpose of management, management functions, levels of managers, managerial roles, skills needed for managers, and the social responsibility of managers. It also discusses the evolution of management thought from classical to modern approaches. The document is intended as an introductory guide to foundational management topics.
Calcutta University B.Com (H) Semester 1-Principles of Management Chapter 1 I...MAHUA MUKHERJEE
This presentation includes - Calcutta University B.Com (H) Semester 1-Principles of Management Chapter 1 Introduction
An depth study of the principles of Taylor, Fayol , Mayo and Weber
This document provides an introduction to management and organizations. It defines management as "an art of getting things done through and with the people in formally organized groups." The document then lists the importance and characteristics of management. It discusses the levels of management including top, middle, and lower levels. It also covers the functions of management such as planning, organizing, staffing, directing, and controlling. Finally, it examines the roles of managers and compares management as a science versus an art.
The document discusses the five functional areas of management:
1. Human resource management, which deals with personnel functions
2. Production management, which involves production planning and control
3. Office management, which organizes office operations
4. Financial management, which deals with capital budgeting and financing
5. Marketing management, which involves marketing mix decisions to create customer value.
This document provides an overview of management concepts including definitions of management, the nature and purpose of management, levels and types of managers, managerial roles and skills, and the social responsibility of managers. It also discusses the evolution of management thought from classical to modern perspectives. Some key points covered include definitions of management as the process of getting work done through others, the functions of management such as planning and organizing, and different managerial roles like figurehead and leader. The document also addresses the characteristics of successful managers and their skills at different levels.
The document discusses various concepts related to management including:
- The etymology and definitions of management, managers, administration, supervision.
- The four main functions of management: planning, organizing, leading, and controlling as described by Henri Fayol.
- The three levels of managers in organizations: first-line managers, middle managers, and top managers.
- The three main skills managers need: conceptual skills, human skills, and technical skills.
- Several influential management theories such as scientific management, bureaucratic theory, and human relations theory.
The document discusses various concepts related to management including:
- The etymology and definitions of management, managers, administration, supervision.
- The four main functions of management: planning, organizing, leading, and controlling as described by Henri Fayol.
- The three levels of managers in organizations: first-line managers, middle managers, and top managers.
- The three main skills managers need: conceptual skills, human skills, and technical skills.
- Several influential management theories such as scientific management, bureaucratic theory, and human relations theory.
This document provides an overview of perspective management concepts from Prof. Jairaj Kochavara in August 2010. It includes lists of recommended books on management, basic definitions of key terms like organization, management, and manager. It also discusses the responsibilities and functions of managers in managing businesses, managers, workers, and time. The document outlines goals and forces that influence organizational behavior, important managerial competencies, and definitions of management and the interrelated functions of planning and controlling.
Principles of management full notes (2)DrRAJASSRMVEC
This document provides an overview of the Principles of Management course including its 5 units and their topics. It also summarizes the levels of management, functions of management, and some key concepts from Unit 1 such as the definition of management and its functions. The 3 levels of management are top, middle, and lower/supervisory. The 5 generally accepted functions of management are planning, organizing, staffing, directing, and controlling. Planning deals with deciding future actions to achieve goals, while organizing is establishing structure and relationships.
Principles of Management is designed to meet the scope and sequence requirements of the introductory course on management. This is a traditional approach to management using the leading, planning, organizing, and controlling approach. Management is a broad business discipline, and the Principles of Management course covers many management areas such as human resource management and strategic management, as well as behavioral areas such as motivation. No one individual can be an expert in all areas of management, so an additional benefit of this text is that specialists in a variety of areas have authored individual chapters.
This document provides an overview of modern management theories and practices. It begins by defining management as the process of coordinating individual efforts to accomplish organizational goals. The document then outlines several key aspects of management including its objectives, functions, and importance. Specifically, it discusses the managerial functions of planning, organizing, staffing, leading, and controlling. It emphasizes that effective management requires both theoretical knowledge and practical application. The document provides context on management's role in solving problems, administration, human resources, and leadership. It aims to promote excellence among managers and encourage applying management theory to day-to-day operations.
This document provides an overview of modern management theories and practices. It begins by defining management and outlining its key objectives, functions, and goals. Planning, organizing, staffing, leading, and controlling are identified as the five main functions of management. The document discusses different management skills required at various levels of an organization. It emphasizes the importance of studying management theory to better understand relationships between variables and apply principles to real-world management. Various management theories are then discussed to provide frameworks for analyzing organizational practices.
Management, Personal Management, Division of LabourBalaraj BL
Management involves coordinating and integrating resources, both human and technical, to accomplish organizational goals. The basic functions of management include planning, organizing, staffing, leading, and controlling. Management principles like division of work, authority and responsibility, and discipline help managers avoid mistakes and effectively carry out their functions. Personnel management focuses on managing human resources and involves functions like recruitment, training, compensation, and maintaining employees. It aims to utilize employees effectively while also treating them with dignity.
Accounting provides essential financial information to various stakeholders through recording, classifying, summarizing, and communicating economic data. It describes the need for accounting to record and report financial results, provides information for management planning, and identifies interested parties like owners, managers, creditors, and government. Accounting aims to measure and communicate relevant financial information to allow informed decisions.
Modern management theories include the system approach, quantitative approach, total quality management approach, learning organization approach, team building theory, chaos theory, open system theory, and contingency theory/approach. These theories were developed in the late 20th century after 1950 and had not yet emerged in the classical and neo-classical eras. The document provides definitions and explanations of each of these modern management theories.
This document discusses the key concepts of management including definitions, functions, levels, and types of managers. It provides definitions of management from several perspectives and notes the core components include planning, organizing, directing, and controlling activities and resources to achieve organizational goals. The main functions of management are identified as planning, organizing, staffing, directing, communicating, controlling, coordinating, motivating, supervising, and leading. Three levels of management - top, middle, and lower - are outlined along with their typical roles and responsibilities in organizations.
managerial function in mnagement course .pptxaysarali111
The document discusses the five basic functions of management: planning, organizing, staffing, leading, and controlling. Planning involves determining an organization's direction and goals. Organizing involves determining activities and assigning resources to execute plans. Staffing is the process of hiring and developing personnel. Leading focuses on motivating employees and influencing behavior. Controlling evaluates plan execution and progress toward goals.
Pom unit-i, Principles of Management notes BBA I Semester OUBalasri Kamarapu
BBA notes, Osmania University, I sem, Principles of Management, PPT of Principles of Management, Osmania University BBA Notes, POM notes by NET qualified faculty
This document provides an overview of management concepts and the evolution of management theories. It defines management as the process of planning, organizing, staffing, directing and controlling human efforts to achieve organizational goals. The key points made in the document are:
1) Management is a goal-oriented, universal, continuous process that is both an art and a science. It involves integrating individual and organizational goals.
2) The functions of management include planning, organizing, staffing, directing, and controlling. Planning involves deciding goals and courses of action, organizing is setting up the organizational structure, staffing is recruiting employees, directing is guiding employees, and controlling is monitoring progress.
3) Management occurs at multiple levels including top
This document provides an overview of management principles and concepts. It defines management as coordinating work through people to achieve organizational goals. It then discusses several definitions of management provided by experts. It describes the nature of management as a universal, goal-oriented, intellectual, ongoing process that is both an art and a science. It also discusses the levels of management, functions of management, and contrasts administration with management. Finally, it provides an overview of the evolution of management thought including contributions from Taylor on scientific management and Fayol on administrative management.
This document provides an overview of management principles and concepts. It defines management as coordinating work through people to achieve organizational goals. It then discusses several definitions of management provided by experts. It describes the nature of management as a universal, goal-oriented, intellectual, ongoing process that is both an art and a science. It also discusses the levels of management, functions of management, and contrasts administration with management. Finally, it discusses some of the early contributors to management thought, including Taylor's scientific management principles and Fayol's administrative management approach.
This document provides an overview of management concepts including definitions of management, the nature and purpose of management, management functions, levels of managers, managerial roles, skills needed for managers, and the social responsibility of managers. It also discusses the evolution of management thought from classical to modern approaches. The document is intended as an introductory guide to foundational management topics.
Calcutta University B.Com (H) Semester 1-Principles of Management Chapter 1 I...MAHUA MUKHERJEE
This presentation includes - Calcutta University B.Com (H) Semester 1-Principles of Management Chapter 1 Introduction
An depth study of the principles of Taylor, Fayol , Mayo and Weber
This document provides an introduction to management and organizations. It defines management as "an art of getting things done through and with the people in formally organized groups." The document then lists the importance and characteristics of management. It discusses the levels of management including top, middle, and lower levels. It also covers the functions of management such as planning, organizing, staffing, directing, and controlling. Finally, it examines the roles of managers and compares management as a science versus an art.
The document discusses the five functional areas of management:
1. Human resource management, which deals with personnel functions
2. Production management, which involves production planning and control
3. Office management, which organizes office operations
4. Financial management, which deals with capital budgeting and financing
5. Marketing management, which involves marketing mix decisions to create customer value.
This document provides an overview of management concepts including definitions of management, the nature and purpose of management, levels and types of managers, managerial roles and skills, and the social responsibility of managers. It also discusses the evolution of management thought from classical to modern perspectives. Some key points covered include definitions of management as the process of getting work done through others, the functions of management such as planning and organizing, and different managerial roles like figurehead and leader. The document also addresses the characteristics of successful managers and their skills at different levels.
The document discusses various concepts related to management including:
- The etymology and definitions of management, managers, administration, supervision.
- The four main functions of management: planning, organizing, leading, and controlling as described by Henri Fayol.
- The three levels of managers in organizations: first-line managers, middle managers, and top managers.
- The three main skills managers need: conceptual skills, human skills, and technical skills.
- Several influential management theories such as scientific management, bureaucratic theory, and human relations theory.
The document discusses various concepts related to management including:
- The etymology and definitions of management, managers, administration, supervision.
- The four main functions of management: planning, organizing, leading, and controlling as described by Henri Fayol.
- The three levels of managers in organizations: first-line managers, middle managers, and top managers.
- The three main skills managers need: conceptual skills, human skills, and technical skills.
- Several influential management theories such as scientific management, bureaucratic theory, and human relations theory.
This document provides an overview of perspective management concepts from Prof. Jairaj Kochavara in August 2010. It includes lists of recommended books on management, basic definitions of key terms like organization, management, and manager. It also discusses the responsibilities and functions of managers in managing businesses, managers, workers, and time. The document outlines goals and forces that influence organizational behavior, important managerial competencies, and definitions of management and the interrelated functions of planning and controlling.
Principles of management full notes (2)DrRAJASSRMVEC
This document provides an overview of the Principles of Management course including its 5 units and their topics. It also summarizes the levels of management, functions of management, and some key concepts from Unit 1 such as the definition of management and its functions. The 3 levels of management are top, middle, and lower/supervisory. The 5 generally accepted functions of management are planning, organizing, staffing, directing, and controlling. Planning deals with deciding future actions to achieve goals, while organizing is establishing structure and relationships.
Principles of Management is designed to meet the scope and sequence requirements of the introductory course on management. This is a traditional approach to management using the leading, planning, organizing, and controlling approach. Management is a broad business discipline, and the Principles of Management course covers many management areas such as human resource management and strategic management, as well as behavioral areas such as motivation. No one individual can be an expert in all areas of management, so an additional benefit of this text is that specialists in a variety of areas have authored individual chapters.
This document provides an overview of modern management theories and practices. It begins by defining management as the process of coordinating individual efforts to accomplish organizational goals. The document then outlines several key aspects of management including its objectives, functions, and importance. Specifically, it discusses the managerial functions of planning, organizing, staffing, leading, and controlling. It emphasizes that effective management requires both theoretical knowledge and practical application. The document provides context on management's role in solving problems, administration, human resources, and leadership. It aims to promote excellence among managers and encourage applying management theory to day-to-day operations.
This document provides an overview of modern management theories and practices. It begins by defining management and outlining its key objectives, functions, and goals. Planning, organizing, staffing, leading, and controlling are identified as the five main functions of management. The document discusses different management skills required at various levels of an organization. It emphasizes the importance of studying management theory to better understand relationships between variables and apply principles to real-world management. Various management theories are then discussed to provide frameworks for analyzing organizational practices.
Management, Personal Management, Division of LabourBalaraj BL
Management involves coordinating and integrating resources, both human and technical, to accomplish organizational goals. The basic functions of management include planning, organizing, staffing, leading, and controlling. Management principles like division of work, authority and responsibility, and discipline help managers avoid mistakes and effectively carry out their functions. Personnel management focuses on managing human resources and involves functions like recruitment, training, compensation, and maintaining employees. It aims to utilize employees effectively while also treating them with dignity.
Accounting provides essential financial information to various stakeholders through recording, classifying, summarizing, and communicating economic data. It describes the need for accounting to record and report financial results, provides information for management planning, and identifies interested parties like owners, managers, creditors, and government. Accounting aims to measure and communicate relevant financial information to allow informed decisions.
Modern management theories include the system approach, quantitative approach, total quality management approach, learning organization approach, team building theory, chaos theory, open system theory, and contingency theory/approach. These theories were developed in the late 20th century after 1950 and had not yet emerged in the classical and neo-classical eras. The document provides definitions and explanations of each of these modern management theories.
The Hawthorne Studies conducted in the 1920s and 1930s explored the impact of various working conditions on productivity. The illumination studies found that changes in lighting had little effect, while the relay assembly studies discovered that productivity consistently increased regardless of whether conditions improved or worsened. This highlighted the importance of social and human factors in influencing worker behavior and performance. The Hawthorne Effect was observed, where participants performed better simply from being observed. The studies challenged assumptions of scientific management and were influential in establishing the human relations school of management.
The Hawthorne Studies conducted in the 1920s and 1930s explored the impact of various working conditions on productivity. The illumination studies found that changes in lighting had little effect, while the relay assembly studies discovered that productivity consistently increased regardless of whether conditions improved or worsened. This highlighted the importance of social and human factors in influencing worker behavior and performance. The Hawthorne Effect was observed, where participants performed better simply from being observed. The studies challenged assumptions of scientific management and were influential in establishing the human relations school of management.
The document outlines the typical structure and content of a thesis, including introduction, literature review, research methodology, data analysis and results, and discussion and conclusion chapters. It provides guidance on what to include in each chapter, such as stating the research problem in the introduction, filtering and critically analyzing sources in the literature review, describing the research design and data collection instruments in the methodology, and interpreting findings and discussing limitations and future work in the conclusion. The presenter emphasizes selecting an appropriate structure and focusing on integrating relevant literature to address the research questions or hypotheses.
PPT_Achieving Problem-Solution Fit & Product-Market Fit.pptxImran Anwar
The document summarizes an upcoming session on achieving problem-solution fit and product-market fit. It defines problem-solution fit as aligning a product or service with a target market's problems. Achieving problem-solution fit requires identifying problems, researching solutions, testing hypotheses, and iterating based on feedback. Product-market fit means satisfying a target audience's needs and preferences. Techniques for achieving both include customer interviews, surveys, minimum viable products, and A/B testing. The session will discuss challenges and tools for properly solving customer problems and achieving market demand.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
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.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
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In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
3. Components of Management
Management consists of following:
1. Organizational Activity
2. Goal formation
3. Goal accomplishment and evolution
4. Implementation
4. Characteristics or features of management
1.Managementisgoalorientedprocess:
Management always aims at achieving the organisational
objectives. The functions and activities of manager lead to the
achievement of organisational objectives; for example, if the
objective of a company is to sell 1000 computers then
manager will plan the course of action, motivate all the
employees and organise all the resources keeping in mind the
main target of selling 1000 computers.
5. Continued…
2. Management is Pervasive:
Management is a universal phenomenon. The use of
management is not restricted to business firms only rather it
is applicable in profit-making, non profit-making, business
or non-business organisations; even a hospital, school, club
and house has to be managed properly. Concepts of
management are used across the globe.
7. (a)Managementofwork:
All organisations are set up to perform some task or goal.
Management activities aim at achieving goals or tasks to be
accomplished. The task or work depends upon the nature of
Business for example, work to be accomplished in a school is
providing education, in hospital is to treat patients, in
industry to manufacture some product. Management makes
sure that workis accomplished effectively and efficiently.
Continued…
8. (b)Managementofpeople:
Here “Management of People" refers to Management of
Human resources. Human resources are the most important
assets of an organisation. An organisation can win over its
competitors with efficient employees only because two
organisations can have same physical, technological and
financial resources but not human resources. Management
has to get task accomplished through people only.
Managing people has two dimensions:
(i)Taking care of employee’s individual needs
(ii)Taking care of group of people
Continued…
9. 4.Managementisa continuousprocess:
Management is a continuous or never ending function. All
the functions of management are performed continuously.
For example; planning, organising, staffing, directing and
controlling are performed by all the managers all the time.
Sometimes, they are doing planning, then staffing or
organising etc. Managers continuously perform an ongoing
series of functions in an organization.
Continued…
10. 5.Managementisa groupactivity:
Management always refers to a group of people involved in
managerial activities. The management functions cannot be
performed in isolation. Each individual performs his/her role
at his/her status and department. Even the result of
management affects every individual and every department of
the organization; hence, it always refers to a group effort and
not an individual effort.
Continued…
11. 6.Managementisa dynamicfunction:
Management has to make changes in goals, objectives and
other activities according to the changes taking place in the
environment. The external environment such as social,
economical, technical and political environment has great
influence over the management. As changes take place in
these environments, same are implemented in organisation
to survive in the competitive world.
Continued…
12. 7.Intangible:
Management function cannot be physically seen but its
presence can be felt. The presence of management can be felt
by seeing the order and coordination in the working
environment. It is easier to feel the presence of
mismanagement as it leads to chaos and confusion
For example; if the inventory of finished products is
increasing day by day it clearly indicates mismanagement
of marketing and sales.
Continued…
13. 8.Compositeprocess:
Management consists of series of functions which must be
performed in a proper sequence. These functions are inter-
dependent on each other. The main functions of management
are planning, organizing, staffing, directing and controlling.
Organizing cannot be done without doing planning, Similarly,
directing function cannot be executed without staffing and
planning and it is difficult to control the activities of employees
without knowing the plan. All the functions inter-dependent on
each other that is why management is considered as a composite
process of all these functions.
15. FunctionsofManagement
Planning– Planning is first function performed by every
Manager. Planning refers to “deciding in advance what
to do, how to do, when to do, and who is going to do it.
Planning bridges the gap between where we stand today
and where we want to reach”. Every manager starts with
deciding in advance the objectives of an enterprise and
how to accomplish these objectives. Planning is the base
of all other function of management.
16. Functions of Management - Planning
Planning-
“ Thinkingbefore action ”
In brief , Planning is mental exercise done by
a manager, through which a line of thinking
and a course of action is pointed out in
Advance before using the existing resources
of organisation.
17. Functions of Management
Organising -
After setting up of plans next function of every manager is to
organise the activities and establishing an organisational
structure to execute the plan. Setting up organisational structure
means deciding the framework of working how many units and
sub-units or department are needed, how many posts or
designations are needed in each department, how to distribute
the authority and responsibility among different people. Once
these decisions are taken an organisational structure gets set up.
18. Functions of Management - Organising
Organising-
In organising function,
“The managementis concerned with the
determination of the total work-load which
is necessary for the attainment of objectives
anda suitable division of suchwork among
individuals”.
19. Functions of Management
Staffing-
Staffing is the third step or function of a manager. It
Refers to recruiting, selecting, appointing the employees,
assigning them duties, maintaining fair relations and
taking care of grievances of employees. It also includes
training and developing the employees, deciding their
Remuneration, promotion, increment, etc., evaluating the
performance, maintaining personal records of records
of employees .
20. Functions of Management - Staffing
Staffing-
“Staffing implies the selection and placement
Of most able and competent person on each
position provided in the organisational
Structure. Staffing means placement of the
right man on the right job at the right time. ”.
21. Functions of Management
Directing-
Once the employees are appointed there is need to
instruct them and get the work done. Directing refers to
giving instructions to employees by motivating them,
supervising the activities of employees, communicating
with them. Managers acts as leader and guide them to
right direction, so directing function includes,
supervising, motivating, communicating and leadership.
22. Functions of Management - Directing
Directing-
“It is the stage where the manager guides
his subordinatestowardsbest attainment of
commonobjectives”.
23. Functions of Management - Directing
Thereare four aspects of Directing Function.
1. Leadership
2. Motivation
3. Communication
4. Supervision
24. Functions of Management
Controlling –
This the last function of managers. In this function
managers try to match the actual performance with the
planned performance and if there is no match between
both then managers try to find out the reasons of
deviation and suggest corrective measures to come on
path of plan. Controlling functions refer to all the
performance measurements and follow up actions that
Keep the actual performance on the path of plan.
25. Functions of Management - Controlling
Controlling –
“It implies that the actions of people working
throughout the enterprise are according to
plan or not”.
26. Levelof Management
Thereare three Levels of Management
1. Top level management
2. Middle level management
3. Supervisory level, operational level or
Lower level management.
27. Level of Management
Top Level Management
Top level management consists of Chairman, Board of
Directors, Managing Directors, General Manager,
President, Vice President, Chief Executive Officer(C.E.O.),
Chief Financial Officer (C.F.O.) and Chief Operating
Officer etc. It includes group of crucial persons essential
for leading and directing the efforts of other people.
28. Level of Management - Top Level Management
Main functionsof top level management are :
A. Determining the objectives of enterprise.
B. Framing of plans and policies.
C. Organising activities to be performed by persons
working at middle level.
D. Assembling all the resources such as finance, fixed
assets.
E. Responsible for welfare and survival of the
organisation.
F. Affair with outside world such as meeting
government officials etc.
29. Level of Management
Middle LevelManagement
This level of management consists of department heads
such as purchase department head, sales department
head, finance manager, marketing manager, executive
officer, plant superintendent, etc. People of this group
are responsible for executing plans and policies made by
top level. They act as a linking pin between top and lower
level management.
30. Level of Management - MiddleLevelManagement
Main functions of middle level management are :
A. Interpretation of policies made by top level
management.
B. Organising the activities of their department.
C. Finding out or recruiting/selecting and appointing the
required employees.
D. Motivating the personsto perform their best ability.
E. Controlling and instructing the employees.
F. Cooperate with other departments for smooth
functioning.
G. Implementing the plans formed by top level.
31. Level of Management
Lower Level Management
This level of management consists of supervisors,
superintendent, foreman, sub-department executives;
Clerk, etc. managers of this group actually carry on the
work or perform the activities according to the plans of
top and middle level management. Their authority is
limited. The quality and quantity of output depends
upon the efficiency of this level of managers. They pass
on the instruction to workers and report to the middle
level management.
32. Level of Management - LowerLevelManagement
Main functionsof Lower level management are :
A. Representing problems of workers.
B. Maintaining good working condition and developing
healthy relations between superior and subordinate.
C. Looking for safety of workers.
D. Helping the middle level management in recruiting,
selecting and appointing the workers.
E. Communicating with workers and welcoming their
suggestion.
F. They try to maintain precise standard of quality.
G. They are responsible for boosting the morale of the workers
33. MANAGEMENTANDADMINISTRATION
It is said that there is no exact difference between
management and administration.
There is another school that asserts management is
quite different from administration.
The third school is of the opinion that management
includes administration.
According to Horence and Tead, Administration is the
process of thinking, and Management is the process
and agency of actual operation
34. Basis Management Administration
Meaning Management is the art of
getting things done through
others by directing their efforts
toward achieving pre-
determined goals.
It is concerned with
formulation of broad
objectives, plans & policies.
Nature Management is an executing
function.
Administration is a decision
making function.
Process
.
Management decides who should
do it & how should he do it.
Administration decides what
is to be done & when it is to be done
Function Management is a doing function
because managers get work
done under their supervision.
Administration is a thinking function
because plans & policies are
determined under it.
Level Middle & lower level function. Top level function.
36. Managementas a Profession
Themainfeaturesofprofessionare:
1.SpecializedKnowledgeandExpertise:
Just as professionals in fields like medicine or law acquire
specialized knowledge and expertise through formal
education and experience, managers also develop specific
skills, techniques, and knowledge related to organizational
dynamics,leadership,decision-making,andmore.
Example: A manager in a technology company possesses a
deep knowledge of software development methodologies,
project management techniques, and the latest
programming languages. They use this expertise to guide
theirteamindevelopinginnovativesoftwareproducts.
37. Management as a Profession- Features
2- Continuous Learning and Development:
Similar to professionals in other fields, managers need
to engage in continuous learning to stay updated with
the latest trends, best practices, and advancements in
management theories and techniques.
Examples: An HR manager attends workshops, and
conferences to stay updated with evolving labor laws,
employee engagement strategies, and diversity and
inclusion practices, ensuring their organization
maintains a progressive workplace environment.
38. Management as a Profession- Features
3. Accountabilityand Responsibility:
Professionals are often held accountable for their actions
and decisions. In management, accountability is essential
as managers are responsible for achieving organizational
goals, managing resources, and guiding teams to success.
Example: An operations manager is accountable for
ensuring the timely delivery of products to clients. When
a supply chain disruption occurs, they take responsibility
by collaborating with suppliers and their teams to find
alternative solutions, minimizing the impact on clients.
39. 4. Autonomy and Decision-Making:
Like professionals who are granted a certain level of
autonomy in their decision-making, managers also
have the authority to make decisions that affect their
teams and organizations.
Example: A marketing manager has the autonomy to
decide which advertising channels to allocate the
budget to for an upcoming product launch. They
make data-driven decisions based on market research
and target audience preferences.
40. Management as a Profession- Features
5. Critical Thinking and Problem-Solving:
Both professionals and managers require strong critical
thinking and problem-solving skills. Managers regularly
face complex challenges and need to analyze situations,
consider options, and make informed decisions.
Example: An operations manager faces a production
delay due to equipment malfunction. They quickly
analyze the situation, allocate resources effectively, and
collaborate with maintenance and production teams to
resolve the issue and minimize production downtime.
41. 6.EthicalStandards:
Professionals are expected to adhere to a set of ethical
standards and codes of conduct. Managers also face ethical
dilemmas and are expected to make decisions that align
with the best interests of their organizations and
stakeholders.
Example: A manager in a pharmaceutical company faces a
decision about whether to prioritize the company's profit
margins or the well-being of patients when launching a new
drug.Adheringtoethical standards,theychooseto delaythe
launchuntiladditional safetytestingisconducted.
42. 7. Certification and Education:
While there isn't a universally recognized certification
for managers, many organizations offer management-
related certifications, and educational programs are
available to help individuals develop the necessary skills
and knowledge for effective management.
Example: A project manager obtains a Project
Management Professional (PMP) certification from the
Project Management Institute. This certification
validates their knowledge and expertise in project
management, enhancing their credibility in the field.
43. SignificanceofManagement
1. Accomplishmentof goals:
It is the management that determines the goals of the
organization and of various departments and functional
groups. The goals are communicated to the employees to
seek their cooperation. All organizational activities are
directed toward the organizational objectives. Clear-cut
definition of goals is essential for the success of every
organization.
44. 2. EffectiveUtilizationof Resources:
Management ensures optimum utilisation of resources.
Through planning and organisation, management
eliminates all types of wastages and achieves efficiency in
all business operations. Management motivates workers
to put in their best performance. This would lead to the
effective working of the business.
45. 3. Order to Endeavour or Efforts:
Management deals with integration of human and non-
human resources in order to achieve organizational
objectives. It directs and coordinates the activities of
individuals and groups in the use of materials, methods
and machines. It, thus, brings order to endeavors of
different groups.
46. 4. SoundOrganization:
Management establishes sound organisation for the
accomplishment of the desired objectives. It clarifies
authority-responsibility relationships among various
positions in the enterprise. It fills various positions with
persons having the right qualification and training.
Management also provides the workers with proper
environment and encourages the spirit of cooperation.
47. 5. Provides Visionand Foresight:
Management keeps itself in touch with the external
environment and supplies vision and foresight to the
enterprise. It helps in predicting what is going to happen
in future which will influence the working of the
enterprise. It also takes steps to ensure that the
enterprise is able to meet the demands of changing
environment.
48. 6. NationalGrowthand Prosperity:
Efficient management of resources is equally important
at the national level. According to Peter Drueker,
“Management is the crucial factor in economic and
social development.” The development of a country
virtually depends on the quality of management of its
resources. Efficient management of resources is a key to
growth of the economy and prosperity and better
standard of living of the general public.
49. Roles Performed by Managers
Interpersonal: This role involves human interaction.
Informational: This role involves the sharing and
analyzing of information.
Decisional: This role involves decision-making.
(Henry Mintzberg - The Nature of Managerial Work)
50. Mintzberg’s Set of Ten Roles
Category Role Activity
Interpersonal Figurehead
Leader
Liaison
Perform ceremonial & symbolic duties.
Direct and motivate subordinates.
Maintain information links.
Informational Monitor
Disseminator
Spokesperson
Seek and receive information.
Forward information to members.
Transmit information to outsiders.
Decisional Entrepreneur
Disturbance
handler
Resource
Allocator
Negotiator
Initiate improvement projects.
Take corrective action during disputes
or crises.
Decide who gets resources; prepare
budgets; determine priorities.
Represent department during
negotiations.
51. Skills Needed by Managers
Managerial skills fall under the following three
categories:
Technical: Technical skills involve understanding and
proficiency in a specific area of expertise.
Interpersonal: Interpersonal skills, also known as soft
skills, are essential for effective communication,
collaboration, and building relationships within and
outside the organization.
Conceptual: Conceptual skills involve thinking abstractly,
analyzing complex situations, and making informed
decisions that align with the organization's goals.
Editor's Notes
Figurehead: Perform ceremonial and symbolic duties, such as greeting visitors and signing legal documents.
Liaison: Maintain information links both inside and outside organization via mail, phone calls, and meetings.
Monitor: Seek and receive information; scan periodicals and reports; maintain personal
contact with stakeholders.