The document discusses management, leadership, motivation, and human resource management. It provides definitions of management, describes Mintzberg's roles of management, and lists the functions of management as planning, organizing, directing, and controlling. It also discusses motivating the workforce, Herzberg's two-factor theory of motivation, appropriate leadership styles based on situational factors, sources of a leader's power, the role of human resource management, and benefits of HRM over personnel management.
This document provides suggested solutions to questions on a management exam for an Accounting Technician Programme in Malawi. It defines and discusses the four managerial functions of planning, organizing, directing, and controlling. It also addresses motivating staff during economic crisis, effective job design, leadership styles, collective bargaining, product life cycles, promotional mix, distribution channels, production methods, justifying training, identifying training needs, informal learning, and defining organizational culture and different cultural forms.
This chapter discusses directing, which involves motivation, communication, and leadership. It defines motivation as using rewards and penalties to influence behavior. Several theories of motivation are described, including Maslow's hierarchy of needs and McGregor's Theory X and Y. Communication is defined as the transfer of meaningful information, and types of communication like formal, informal, and upward are outlined. Barriers to communication that can reduce effectiveness are also provided. Leadership is defined as influencing followers to achieve group goals willingly. Different types of leadership styles are described like democratic and laissez-faire. The chapter also covers management skills, roles, and Filipino styles.
This document is an assignment submitted by a group of students at the University of Dhaka on the functions, roles, and skills of a manager. It discusses the five basic functions of managers as planning, organizing, staffing, directing, and controlling. It also outlines the interpersonal, informational, and decisional roles of managers. Finally, it identifies important managerial skills such as technical skills, interpersonal skills, conceptual skills, diagnostic skills, communication skills, decision-making skills, and time management skills.
Leadership and empowerment , delegation skilletichaurasia
The document discusses various aspects of delegation as a management skill. It begins by defining delegation as assigning responsibility for tasks to others. It then outlines the benefits of delegation for managers, employees, and organizations. The document provides tips for knowing when and to whom to delegate, including considering an employee's workload and skills. It presents a six-step process for effective delegation: introducing the task, demonstrating it, ensuring understanding, allocating authority and resources, letting go, and providing support and monitoring. Finally, it discusses obstacles to delegation like lack of communication or control and how to avoid micromanagement.
Motivation- Definition
Management Theories of Motivation
Needs Theories
Theories of Motivation
Conditioning Theory
Expectancy Theory
Motivation-Hygiene Theory
Here are the key points about transformational leadership:
- Transformational leaders inspire and motivate followers through their charisma, passion and vision. They energize followers to achieve extraordinary outcomes.
- They focus on developing followers to their fullest potential by acting as coaches and mentors. They treat each follower as an individual and understand their strengths, weaknesses, needs, and motivations.
- They stimulate followers intellectually and get them to look at problems from new perspectives. They encourage creativity and innovation.
- They articulate an appealing vision of the future that inspires enthusiasm and commitment. The vision provides meaning and challenges to the work of followers.
- They build trust and respect among followers through their integrity,
Management in the contemporary business environment. mario samuel camacho com...Mario Samuel Camacho
This document discusses leadership skills for managers in the contemporary business environment. In part one, it explains different types of leadership styles like transformational, transactional, situational, authentic, and autocratic leadership. Part two examines managing individuals and organizations, focusing on managing values, leading and motivating people, and challenges in organizational culture. It discusses tools like cultural web analysis for understanding an organization's culture. Part three presents methods for self-assessing leadership skills and creating a leadership development plan. Overall, the document explores various leadership styles and provides managers with tools and strategies for improving their leadership abilities.
This document provides suggested solutions to questions on a management exam for an Accounting Technician Programme in Malawi. It defines and discusses the four managerial functions of planning, organizing, directing, and controlling. It also addresses motivating staff during economic crisis, effective job design, leadership styles, collective bargaining, product life cycles, promotional mix, distribution channels, production methods, justifying training, identifying training needs, informal learning, and defining organizational culture and different cultural forms.
This chapter discusses directing, which involves motivation, communication, and leadership. It defines motivation as using rewards and penalties to influence behavior. Several theories of motivation are described, including Maslow's hierarchy of needs and McGregor's Theory X and Y. Communication is defined as the transfer of meaningful information, and types of communication like formal, informal, and upward are outlined. Barriers to communication that can reduce effectiveness are also provided. Leadership is defined as influencing followers to achieve group goals willingly. Different types of leadership styles are described like democratic and laissez-faire. The chapter also covers management skills, roles, and Filipino styles.
This document is an assignment submitted by a group of students at the University of Dhaka on the functions, roles, and skills of a manager. It discusses the five basic functions of managers as planning, organizing, staffing, directing, and controlling. It also outlines the interpersonal, informational, and decisional roles of managers. Finally, it identifies important managerial skills such as technical skills, interpersonal skills, conceptual skills, diagnostic skills, communication skills, decision-making skills, and time management skills.
Leadership and empowerment , delegation skilletichaurasia
The document discusses various aspects of delegation as a management skill. It begins by defining delegation as assigning responsibility for tasks to others. It then outlines the benefits of delegation for managers, employees, and organizations. The document provides tips for knowing when and to whom to delegate, including considering an employee's workload and skills. It presents a six-step process for effective delegation: introducing the task, demonstrating it, ensuring understanding, allocating authority and resources, letting go, and providing support and monitoring. Finally, it discusses obstacles to delegation like lack of communication or control and how to avoid micromanagement.
Motivation- Definition
Management Theories of Motivation
Needs Theories
Theories of Motivation
Conditioning Theory
Expectancy Theory
Motivation-Hygiene Theory
Here are the key points about transformational leadership:
- Transformational leaders inspire and motivate followers through their charisma, passion and vision. They energize followers to achieve extraordinary outcomes.
- They focus on developing followers to their fullest potential by acting as coaches and mentors. They treat each follower as an individual and understand their strengths, weaknesses, needs, and motivations.
- They stimulate followers intellectually and get them to look at problems from new perspectives. They encourage creativity and innovation.
- They articulate an appealing vision of the future that inspires enthusiasm and commitment. The vision provides meaning and challenges to the work of followers.
- They build trust and respect among followers through their integrity,
Management in the contemporary business environment. mario samuel camacho com...Mario Samuel Camacho
This document discusses leadership skills for managers in the contemporary business environment. In part one, it explains different types of leadership styles like transformational, transactional, situational, authentic, and autocratic leadership. Part two examines managing individuals and organizations, focusing on managing values, leading and motivating people, and challenges in organizational culture. It discusses tools like cultural web analysis for understanding an organization's culture. Part three presents methods for self-assessing leadership skills and creating a leadership development plan. Overall, the document explores various leadership styles and provides managers with tools and strategies for improving their leadership abilities.
The document discusses the roles and responsibilities of managers at different levels in an organization. It identifies 17 common managerial roles grouped under the four main functions of management: planning, organizing, leading, and controlling. Some of the key roles discussed include strategic planner, motivator and coach, monitor, resource allocator, and team builder. The document also explains that management involves technical, interpersonal, conceptual, diagnostic, and political skills. Overall, the summary provides an overview of management functions, roles, and skills from a theoretical perspective.
This document provides information on management, bureaucracy, staff motivation, leadership, labor relations, training needs assessment, and informal learning. It defines key terms, outlines principles and roles, discusses advantages and disadvantages, and identifies factors that influence various management concepts. Specifically, it examines Henri Fayol's principles of management, Mintzberg's managerial roles, characteristics and impacts of bureaucracy, approaches to motivating staff, different leadership styles, collective bargaining processes, justifications for training needs assessment and employee training, and methods of informal learning. The document serves as a reference for management concepts.
Managerial Behavior and Effectiveness PPT Arun Kumar
This document discusses the managerial job and defines its key dimensions. It describes the general functions of planning, organizing, leading and controlling. Functional dimensions include technical, commercial, financial, security, accounting and managerial roles. Mintzberg identified ten managerial roles including figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator and negotiator. Effective managers engage in traditional management, communication, human resource management and networking. Time management, delegation, social responsibilities and ethics are also important aspects of the managerial job.
The document discusses various aspects of organizational structure and design. It describes how organizing involves determining activities, grouping them logically, assigning roles, and coordinating efforts. It also discusses how organizing divides work into smaller units and ensures compatibility between units. Various methods of departmentalization are outlined, including by function, territory, product, and process. The concepts of vertical and horizontal specialization in structuring authority are explained. The scalar principle of hierarchical authority flowing from the top down is also summarized.
The document discusses the role of strategic leadership in organizations. It defines strategic leadership and explains that effective strategic leaders determine the firm's strategic direction, exploit core competencies, develop human and social capital, sustain an ethical organizational culture, and establish organizational controls. Strategic leaders exercise discretion and influence based on external factors, organizational characteristics, and their own traits to shape strategies and competitive success.
This document discusses leadership approaches and models for leading organizational change. It covers transformational leadership, charismatic leadership, and rational and emotional approaches to change. Some key points made include:
- Transformational leaders motivate followers through an inspiring vision and consideration of individuals' needs, while transactional leaders use rewards and punishments.
- Charismatic leadership depends more on followers' perceptions of the leader than the leader's actual traits. Situational factors like crises can influence whether a leader is seen as charismatic.
- The rational approach to change emphasizes planning while the emotional approach leverages relationships and crises to drive change. Both can work but the best approach depends on the situation and leader's skills.
Leadership involves influencing others to work towards organizational goals. Leaders gain power through their position in the organization or ability to reward or punish others. Effective leadership requires traits like personal drive, integrity, confidence, knowledge, and charisma. Leadership styles can be autocratic, participative, or give employees freedom. Leaders must understand their employees and balance task needs with employee well-being to be successful.
The document discusses how HR can add value to an organization through strategic human resource management practices. It outlines the HR value chain model which shows how HR activities can lead to improved HR outcomes and organizational objectives. Effective HR practices like talent acquisition, learning and development, and performance management can increase employee engagement, commitment and skills, leading to higher organizational performance in areas like productivity, quality and customer service. This in turn can improve the organization's financial results. Strategic HR aims to improve business performance through people by meeting both business and individual needs.
Organizational Management & Sport Facilities (2010)Chrystal Porter
This document discusses key concepts in organization, management, and leadership in facility management. It defines organization as two or more people interacting to achieve a common goal and examines external factors like the general and task environments as well as internal factors that influence organizational behavior. The document also explores organizational theory, culture, governance, and the need for management to plan, organize, lead, and control. Additionally, it outlines different leadership styles such as autocratic, democratic, laissez-faire, task-oriented, and people-oriented approaches.
This chapter discusses how great leaders establish organizational direction through vision and strategy. Leaders are responsible for studying the organization's environment, considering potential future changes, and setting a direction that employees can believe in. An effective vision links the present to an inspiring future state and focuses employee efforts. Leaders must also develop strategies to translate the vision into concrete actions that position the organization for long-term success.
This document provides an overview of leading and motivating others. It discusses the differences between managing and leading, and outlines various leadership styles and skills. Some key points include:
- Leading involves setting a vision and direction, while managing focuses on planning, organizing, and controlling.
- Effective leaders adapt their style to situations and communicate well to align people.
- Emotional intelligence, including self-awareness, self-regulation, and social skills, is important for leaders.
- Different leadership styles like authoritative, democratic, and coaching are more effective depending on the situation.
There are three types of managerial skills: technical skills, human skills, and conceptual skills. Technical skills involve specialized knowledge and tasks and are most important for lower-level managers. Human skills relate to interacting with and motivating people, and are equally important at all management levels. Conceptual skills allow managers to visualize the entire organization and see relationships between abstract concepts, making them most important for top-level managers.
Staffing-Foundation Course Semester 4- Prof. Karishma ShettyKarishmaShetty16
The document discusses staffing, which refers to obtaining qualified human resources to fill positions in an organization. It is a core management function and involves activities like recruitment, selection, training, and retention of employees. An effective staffing process ensures the right people are hired for the right jobs, improving productivity and morale. It also helps organizations plan for and meet future human resource needs during periods of growth or change.
Directing And Controlling-Foundation Course Semester 4- Prof. Karishma ShettyKarishmaShetty16
The document discusses directing and leadership as important functions of management. It defines directing as determining the course of action, issuing instructions, and providing guidance to subordinates. Leadership is defined as influencing subordinates to work with confidence and zeal towards mutual objectives. The document outlines various principles of directing like unity of command and effective communication. It also describes traits of effective leaders like self-confidence, initiative, and empathy. Additionally, it discusses autocratic leadership style where the leader makes decisions alone and expects compliance without input from subordinates. While this allows for quick decisions, it limits participation and can cause frustration among employees over time.
Directing and leading are important functions for managers in healthcare organizations. There are several key aspects to directing and leading, including motivation, leadership styles, and emotional intelligence. Motivation can come from financial incentives like salary and bonuses, or non-financial incentives like career development opportunities. Leadership styles vary along a spectrum from directing to delegating, with different levels of trust in subordinates. Effective leadership requires understanding what motivates employees and allowing them to develop their potential.
The document provides an overview of principles of management. It discusses:
1) The three levels of management - top, middle, and lower level management. It describes the roles and responsibilities at each level.
2) The five primary functions of management - planning, organizing, staffing, directing, and controlling. It briefly outlines the key aspects of each function.
3) The roles of managers according to Henry Mintzberg, which are categorized into interpersonal, informational, and decisional roles.
4) The evolution of management thought from classical, behavioral, quantitative, systems, and contingency approaches. It provides a brief description of scientific management, administrative management, and bureaucratic management under the classical approach.
This presentation will help you clearly understand what is leading. It helps Engineer manager as well as the future manager who will engage into handling people.
It will help you to understand other leadership style you must needed in different situation. There are useful leadership traits need in developing effective leaders
The process of directing involves guiding, coaching, instructing, motivating, leading the people in an organization to achieve organizational objectives. All these examples and many other activities related to directing may broadly be grouped into four categories which are the elements of directing.
These are:
(i) Supervision
(ii) Motivation
(iii) Leadership
(iv) Communication
This document contains suggested solutions to an accounting technician examination in Malawi. It addresses several questions related to management topics such as the role of information in decision making, motivation theories, leadership styles, and approaches to job design. For each question, it lists the key points and reasons in bullet-point form. The document provides detailed responses analyzing different management concepts.
This document provides definitions of management from various authors and defines the key functions of management. It discusses planning, organizing, directing, leading, and controlling as the main functions. It also discusses the roles of managers and challenges faced by management, such as responding to economic pressures, globalization, diversity, innovation, networked organizations, and work-life balance issues. Finally, it provides a brief history of Unilever focusing on responsible corporate behavior.
The document discusses the roles and responsibilities of managers at different levels in an organization. It identifies 17 common managerial roles grouped under the four main functions of management: planning, organizing, leading, and controlling. Some of the key roles discussed include strategic planner, motivator and coach, monitor, resource allocator, and team builder. The document also explains that management involves technical, interpersonal, conceptual, diagnostic, and political skills. Overall, the summary provides an overview of management functions, roles, and skills from a theoretical perspective.
This document provides information on management, bureaucracy, staff motivation, leadership, labor relations, training needs assessment, and informal learning. It defines key terms, outlines principles and roles, discusses advantages and disadvantages, and identifies factors that influence various management concepts. Specifically, it examines Henri Fayol's principles of management, Mintzberg's managerial roles, characteristics and impacts of bureaucracy, approaches to motivating staff, different leadership styles, collective bargaining processes, justifications for training needs assessment and employee training, and methods of informal learning. The document serves as a reference for management concepts.
Managerial Behavior and Effectiveness PPT Arun Kumar
This document discusses the managerial job and defines its key dimensions. It describes the general functions of planning, organizing, leading and controlling. Functional dimensions include technical, commercial, financial, security, accounting and managerial roles. Mintzberg identified ten managerial roles including figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator and negotiator. Effective managers engage in traditional management, communication, human resource management and networking. Time management, delegation, social responsibilities and ethics are also important aspects of the managerial job.
The document discusses various aspects of organizational structure and design. It describes how organizing involves determining activities, grouping them logically, assigning roles, and coordinating efforts. It also discusses how organizing divides work into smaller units and ensures compatibility between units. Various methods of departmentalization are outlined, including by function, territory, product, and process. The concepts of vertical and horizontal specialization in structuring authority are explained. The scalar principle of hierarchical authority flowing from the top down is also summarized.
The document discusses the role of strategic leadership in organizations. It defines strategic leadership and explains that effective strategic leaders determine the firm's strategic direction, exploit core competencies, develop human and social capital, sustain an ethical organizational culture, and establish organizational controls. Strategic leaders exercise discretion and influence based on external factors, organizational characteristics, and their own traits to shape strategies and competitive success.
This document discusses leadership approaches and models for leading organizational change. It covers transformational leadership, charismatic leadership, and rational and emotional approaches to change. Some key points made include:
- Transformational leaders motivate followers through an inspiring vision and consideration of individuals' needs, while transactional leaders use rewards and punishments.
- Charismatic leadership depends more on followers' perceptions of the leader than the leader's actual traits. Situational factors like crises can influence whether a leader is seen as charismatic.
- The rational approach to change emphasizes planning while the emotional approach leverages relationships and crises to drive change. Both can work but the best approach depends on the situation and leader's skills.
Leadership involves influencing others to work towards organizational goals. Leaders gain power through their position in the organization or ability to reward or punish others. Effective leadership requires traits like personal drive, integrity, confidence, knowledge, and charisma. Leadership styles can be autocratic, participative, or give employees freedom. Leaders must understand their employees and balance task needs with employee well-being to be successful.
The document discusses how HR can add value to an organization through strategic human resource management practices. It outlines the HR value chain model which shows how HR activities can lead to improved HR outcomes and organizational objectives. Effective HR practices like talent acquisition, learning and development, and performance management can increase employee engagement, commitment and skills, leading to higher organizational performance in areas like productivity, quality and customer service. This in turn can improve the organization's financial results. Strategic HR aims to improve business performance through people by meeting both business and individual needs.
Organizational Management & Sport Facilities (2010)Chrystal Porter
This document discusses key concepts in organization, management, and leadership in facility management. It defines organization as two or more people interacting to achieve a common goal and examines external factors like the general and task environments as well as internal factors that influence organizational behavior. The document also explores organizational theory, culture, governance, and the need for management to plan, organize, lead, and control. Additionally, it outlines different leadership styles such as autocratic, democratic, laissez-faire, task-oriented, and people-oriented approaches.
This chapter discusses how great leaders establish organizational direction through vision and strategy. Leaders are responsible for studying the organization's environment, considering potential future changes, and setting a direction that employees can believe in. An effective vision links the present to an inspiring future state and focuses employee efforts. Leaders must also develop strategies to translate the vision into concrete actions that position the organization for long-term success.
This document provides an overview of leading and motivating others. It discusses the differences between managing and leading, and outlines various leadership styles and skills. Some key points include:
- Leading involves setting a vision and direction, while managing focuses on planning, organizing, and controlling.
- Effective leaders adapt their style to situations and communicate well to align people.
- Emotional intelligence, including self-awareness, self-regulation, and social skills, is important for leaders.
- Different leadership styles like authoritative, democratic, and coaching are more effective depending on the situation.
There are three types of managerial skills: technical skills, human skills, and conceptual skills. Technical skills involve specialized knowledge and tasks and are most important for lower-level managers. Human skills relate to interacting with and motivating people, and are equally important at all management levels. Conceptual skills allow managers to visualize the entire organization and see relationships between abstract concepts, making them most important for top-level managers.
Staffing-Foundation Course Semester 4- Prof. Karishma ShettyKarishmaShetty16
The document discusses staffing, which refers to obtaining qualified human resources to fill positions in an organization. It is a core management function and involves activities like recruitment, selection, training, and retention of employees. An effective staffing process ensures the right people are hired for the right jobs, improving productivity and morale. It also helps organizations plan for and meet future human resource needs during periods of growth or change.
Directing And Controlling-Foundation Course Semester 4- Prof. Karishma ShettyKarishmaShetty16
The document discusses directing and leadership as important functions of management. It defines directing as determining the course of action, issuing instructions, and providing guidance to subordinates. Leadership is defined as influencing subordinates to work with confidence and zeal towards mutual objectives. The document outlines various principles of directing like unity of command and effective communication. It also describes traits of effective leaders like self-confidence, initiative, and empathy. Additionally, it discusses autocratic leadership style where the leader makes decisions alone and expects compliance without input from subordinates. While this allows for quick decisions, it limits participation and can cause frustration among employees over time.
Directing and leading are important functions for managers in healthcare organizations. There are several key aspects to directing and leading, including motivation, leadership styles, and emotional intelligence. Motivation can come from financial incentives like salary and bonuses, or non-financial incentives like career development opportunities. Leadership styles vary along a spectrum from directing to delegating, with different levels of trust in subordinates. Effective leadership requires understanding what motivates employees and allowing them to develop their potential.
The document provides an overview of principles of management. It discusses:
1) The three levels of management - top, middle, and lower level management. It describes the roles and responsibilities at each level.
2) The five primary functions of management - planning, organizing, staffing, directing, and controlling. It briefly outlines the key aspects of each function.
3) The roles of managers according to Henry Mintzberg, which are categorized into interpersonal, informational, and decisional roles.
4) The evolution of management thought from classical, behavioral, quantitative, systems, and contingency approaches. It provides a brief description of scientific management, administrative management, and bureaucratic management under the classical approach.
This presentation will help you clearly understand what is leading. It helps Engineer manager as well as the future manager who will engage into handling people.
It will help you to understand other leadership style you must needed in different situation. There are useful leadership traits need in developing effective leaders
The process of directing involves guiding, coaching, instructing, motivating, leading the people in an organization to achieve organizational objectives. All these examples and many other activities related to directing may broadly be grouped into four categories which are the elements of directing.
These are:
(i) Supervision
(ii) Motivation
(iii) Leadership
(iv) Communication
This document contains suggested solutions to an accounting technician examination in Malawi. It addresses several questions related to management topics such as the role of information in decision making, motivation theories, leadership styles, and approaches to job design. For each question, it lists the key points and reasons in bullet-point form. The document provides detailed responses analyzing different management concepts.
This document provides definitions of management from various authors and defines the key functions of management. It discusses planning, organizing, directing, leading, and controlling as the main functions. It also discusses the roles of managers and challenges faced by management, such as responding to economic pressures, globalization, diversity, innovation, networked organizations, and work-life balance issues. Finally, it provides a brief history of Unilever focusing on responsible corporate behavior.
This document discusses Edgar Schein's three levels of organizational culture (artifacts, values, assumed values), David Ulrich's four-role model for HR professionals (strategic partner, administrative expert, change agent, employee champion), and reasons for the dramatic shift in HR's emerging roles, including social media influence, personalization of employee benefits, feedback becoming more fluid, increased remote work, and the rise of HR analytics. Barriers to strategic HRM are also summarized, such as lack of growth strategy, high resistance to change, and interdepartmental conflicts.
This document provides an overview of succession planning and human resource management. It discusses the importance of HRM in areas like recruitment, training, performance appraisals, and maintaining a positive work environment. It then defines succession planning as identifying and preparing potential leaders to replace key roles like the CEO. The document outlines the succession planning process, including identifying short and long-term successors, developing those individuals, and having backups in place. It notes that succession planning typically covers senior roles but some large organizations use a devolved model. Finally, it states that succession planning is led by line managers and CEOs but HR plays an important supporting role in the process.
This document provides an overview of human resource management (HRM). It defines HRM as the process of maximizing employee and organizational effectiveness through programs and activities related to acquiring, developing, motivating and retaining employees. The key objectives of HRM are outlined as efficient utilization of employee skills, providing trained and motivated employees, increasing job satisfaction, communicating HRM policies, and developing quality work life. The scope of HRM discussed includes human resources planning, job and work design, recruitment, selection, placement, training, development, and performance appraisal.
The document discusses the importance and definitions of leadership. It states that leadership is key to success in organizations and that a leader influences others to achieve goals. It then covers different leadership theories including trait, behavioral, situational, and relationship theories. It also discusses the differences between leadership and management.
The document provides an introduction to human resource development (HRD). It discusses why HRD is essential due to changing organizational needs and environments. HRD involves developing employee skills and aligning HR practices with business strategies. The goal is to build human capital and develop the workforce so that both employees and the organization can achieve their goals. HRD activities include training, coaching, performance management and organization development.
The document provides an introduction to human resource development (HRD). It discusses why HRD is essential due to changing organizational needs and environments. HRD involves developing employee skills, knowledge, and abilities through training programs, career development opportunities, and performance management. The goal of HRD is to build a superior workforce to help both employees and the organization achieve their work goals and serve customers.
The document provides an introduction to human resource development (HRD). It discusses why HRD is essential due to changing organizational needs and environments. HRD involves developing employee skills and aligning HR practices with business strategies. The goal is to build human capital and develop the workforce so that both employees and the organization can achieve their goals. HRD activities include training, career development, coaching, and organizational development.
The document discusses the key roles of a global HR manager according to David Ulrich's HR model. It identifies four roles: 1) HR Business Partner who works closely with senior leaders to develop an HR agenda supporting organizational aims, 2) Change Agent who helps the organization transform by focusing on effectiveness and development, 3) Administration Expert who aims to improve efficiency and reduce costs, and 4) Employee Advocate who ensures employees get fair treatment and promotes communication. The document also discusses decision making, coordination, integrating mechanisms, and staffing policies in global human resource management.
Changing role of hrd within organisationsBibin Ssb
HRD aims to continuously develop employee competencies to achieve organizational goals. It maximizes similarity between individual and organizational goals to develop an organizational culture of collaboration. HRD covers all employee levels and categories through a continuous, planned process of improving skills, knowledge, values and commitment based on present and future job requirements. It helps management develop strategic plans, streamline practices, strengthen recruitment and training, increase focus on competencies, and strengthen accountability. A learning organization facilitates organizational learning through a supportive environment, concrete learning processes, and leadership that reinforces learning. The role of HRD is changing to support the business, learning, knowledge sharing, training coordination, and developing new HRD practices.
Department of Management Sciences.docxkinzatanveer
This document contains an assignment submitted by Ayesha Shaukat to Dr. Zohra Saleem at COMSATS University Abbottabad. It addresses 4 questions about management. For the first question, management is important for goal achievement, resource management, coordination, decision-making, people management, efficiency, and innovation. Effective management involves leadership, communication, strategic thinking, decision-making, motivation, and improvement. Good management has characteristics like leadership, communication, strategic thinking, decisiveness, resource allocation, improvement, and empowerment. Studying management provides career opportunities, development, skills for business ownership, tools for improvement, and knowledge for working globally.
This document contains suggested solutions to questions on a management exam for an Accounting Technician Programme. It discusses leadership styles, motivating employees during financial crises, job design approaches, succession planning, and collective bargaining. Key points include different leadership styles like democratic and autocratic, non-financial motivators, problems with Taylorist job design, importance of succession planning for career progression, and advantages and disadvantages of collective bargaining between employees and management.
Human resource management involves planning, organizing, staffing, leading, and controlling the human resources of an organization to achieve its goals. The key functions of HRM include staffing, training and development, compensation and benefits, health and safety, employee and labor relations, and maintaining employee records. Strategic HRM aligns the organization's human resources with its strategic goals and objectives. It considers both the internal environment of the organization as well as external factors like laws, the labor market, unions, and the economy. An important part of strategic HRM is conducting an HRM audit to evaluate the current HRM systems and practices and identify areas for improvement.
This document provides an introduction to pharmaceutical management. It defines key terms like organization, management, and managers. It explains that managers are responsible for coordinating an organization's resources, including human, financial, physical, and information resources, to achieve its goals efficiently and effectively. The management process involves planning and decision making, organizing, leading, and controlling. Good managers need technical, interpersonal, conceptual, diagnostic, communication, decision making, and time management skills to be effective.
HRM plays a key role in organizational effectiveness. It does so through establishing goals and vision, implementing processes like training and compensation, and engaging employees. Measuring effectiveness can be complex, using models like assessing goals, resources, processes, and stakeholder satisfaction. HRM contributes by developing workforce capabilities through practices like recruitment, performance management, and rewards. This helps drive key performance areas and ultimately organizational objectives, leading to successful firms.
The document discusses determining critical success factors for organizations. It provides context on what critical success factors are and how they relate to an organization's mission and strategic goals. A 5-step process is outlined for identifying an organization's critical success factors: 1) Pull together a team, 2) Get employee feedback, 3) Examine long-term goals using frameworks like SWOT analysis and strategic planning, 4) Determine the key factors for achieving long-term plans, 5) Implement the strategic plan considering the critical success factors. Examples of critical success factors and how to write them are also provided.
This document discusses organizational management and leadership theories. It covers management structure and functions including planning, organizing, leading, and controlling. It also discusses marketing functions and their relation to business success. Additionally, it examines talent management and organizational culture and structure and their interrelations. Management can be defined as the process of organizing, decision making, guiding, motivating, and coordinating employees to achieve objectives.
Human resource management & Committee and teamshawraz Faris
1. The document discusses human resource management (HRM) and provides details on its key activities and functions. HRM deals with recruiting, selecting, training, and developing employees. It aims to effectively use human resources to achieve organizational goals.
2. The main HRM activities discussed are recruitment and selection, training and development, performance appraisal and feedback, compensation and benefits, and labor relations. Recruitment involves attracting and choosing suitable applicants while training enhances employees' skills. Performance is evaluated and feedback provided for improvement.
3. Committees and teams are also examined. Committees typically make decisions and plans on behalf of larger groups. Teams work together towards a shared goal, with members relying on each
1. The National Board of Revenue (NBR) is calling for applications from eligible candidates to participate in the VAT Officer (VO) recruitment exam-2017 in accordance with the VAT Act of 1984 and VAT Rules of 1984.
2. Candidates must have a bachelor's or master's degree in subjects like law, accounting, banking or finance from a recognized university in Bangladesh or abroad. Applications must be submitted online by March 31, 2017 along with required documents.
3. The written exam will have questions on tax laws, accounting and finance. It will carry 100 marks over 3 hours, and an oral exam carrying 50 marks will also be conducted. The exam date will be notified later via notice.
The document appears to be a scanned copy of a passport application form containing personal details such as name, date of birth, place of birth, nationality, etc. It includes sections for address, references, declaration, official use and a number of pages with the text "Scanned with CamScanner" at the bottom, indicating it was scanned from a hard copy document.
This document lists contact information for various chartered accountant firms in Bangladesh, including their addresses, contact numbers, emails, websites and names of proprietors or partners. Some firms have multiple branches located in Dhaka and Chattogram. The firms provide services like auditing, taxation, financial and management consultancy.
(1) The document discusses technical service fees charged for providing various technical services to foreign entities. It provides definitions and examples of different types of technical fees - professional service fees, technical service fees, technical know-how or technical assistance fees.
(2) Guidelines are given on calculating the rate for technical service fees, which is the number of foreign employees multiplied by a certain percentage of their salary. Registration of agreements related to technical service fees must be done according to the Registration Act.
(3) Examples are given of technical services that can be provided and the types of technical fees that can be charged for those services.
This document summarizes amendments made to several laws in Bangladesh related to banking and financial regulations. Key points:
- It amends definitions in the Bank Company Act 1991 related to terms like "banking company", "controlled entity", "family member", etc.
- It amends sections 7, 13, 14, 14K, 14L of the Bank Company Act 1991 related to custodial powers, restructured loans, limits on loan amounts to individuals/entities.
- It inserts new definitions for terms used in the amendments like "restructured loan", "shadow director", "financing activities", etc.
The document provides details of the specific sections amended and the new/amended definitions. In
The document summarizes key amendments made to the Patents and Designs Act, 1911 through the Patents and Designs (Amendment) Act, 2023. Some of the key changes include expanding the scope of patentable inventions, establishing patent offices and providing guidelines for granting patents. It also discusses procedures for filing and reviewing patents and establishing infringement and dispute resolution mechanisms.
This document establishes the formation of a new organization called the Digital Bangladesh Technology Park Authority (DBTPA) through an act of parliament. Some key points:
- DBTPA will be established as an autonomous government organization to support development of e-services, promote digital innovation, and help build an inclusive digital society.
- It will have the power to acquire and dispose of property, sue and be sued, and undertake any other necessary activities.
- DBTPA will be based in Dhaka but can establish branch offices elsewhere as needed with government approval.
- Its roles will include promoting tech innovation, research and development, awareness building, project implementation, advising government and others, and representing
1. The document is the additional issue of the Bangladesh Gazette dated October 17, 2023 published by the Government of Bangladesh containing official notices and advertisements.
2. It contains notices regarding registration of various documents under the Registration Act, 1908 as well as levy of stamp duty on certain instruments under the Stamp Act, 1899.
3. Details such as names of documents, registration fees to be paid, and stamp duty rates are provided in tabular format.
(1) The document discusses technical service fees charged for providing various technical services to foreign entities. It provides definitions and examples of different types of technical fees - professional service fees, technical service fees, technical know-how or technical assistance fees.
(2) Guidelines are given on calculating the rate for technical service fees, which is the number of foreign employees multiplied by a certain percentage of their salary. Registration of agreements related to technical service fees must be done according to the Registration Act.
(3) Examples are given of technical services that can be provided and the types of technical fees that can be charged for those services.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Gender and Mental Health - Counselling and Family Therapy Applications and In...
Tc11 a1
1. STRICTLY CONFIDENTIAL
THE PUBLIC ACCOUNTANTS EXAMINATION
COUNCIL OF MALAWI
2011 EXAMINATIONS
ACCOUNTING TECHNICIAN PROGRAMME
PAPER TC 11: MANAGEMENT
(DECEMBER 2011 )
TIME ALLOWED: 3 HOURS
SUGGESTED SOLUTIONS
2. 1
1. (a) Management can be defined in several ways as follows:
The process of deciding what should be done and getting it done
through other people.
The process of working with and through others to get things done.
To manage is to forecast and plan, to organize, to coordinate, to
command and to control.
A social process consisting of planning, control, coordination and
motivation.
A process that enables organizations to set and achieve their
objectives by planning, organizing and controlling their resources.
(b) The roles of management according to Henry Mintzberg are as follows:
(i) Informational role.
It comprises several key roles as follows:
Monitor
Managers seek, receive and store information that can be used to
the advantage of the company.
Disseminator
The manager broadcasts useful information to the organization.
Spokesperson
On behalf of the organization the manager communicates
information to other relevant groups and bodies both internal and
external.
(ii) Decision-making role
It is composed of the following key roles:
Entrepreneur
Looks for the ways to improve the operation of the organization
or for new product/market opportunities.
Disturbance – handler
Managers are expected to manage crises effectively.
Resource allocator
Managers are responsible for constructing budgets and allocating
resources.
Negotiator
Managers spend part of their time as negotiators because it is
only they have the necessary information and authority to carry
out this role.
3. 2
(iii) Interpersonal role
It comprises the following key roles:
Figurehead
The manager is the formal representative of the organization.
Liaison
The manager is expected to form connections with other
organizations.
Leader
The manager is a leader in relation to members of a group within
the organization.
(c) Functions of management
- Planning: Deciding in advance what is to be achieved as well as
strategies to be used. The questions to be answered are as follows:
What must be done?
Why must it be done?
How must it be done?
Who must do it?
Where must it be done?
When must it be done?
- Organising: Dividing up the work, assigning tasks to people and
allocating resources for the complementation of various tasks.
- Directing: Leading and inspiring employees so that their efforts and
behavior are geared towards the achievement of a common goal or
purpose.
- Controlling: Monitoring performance and managing deviations.
2. (a) The workforce can be motivated to work harder and better through the
following ways:
Training
It raises employee’s confidence and esteem.
Performance appraisal
Employees know their targets and how they are progressing on their
work.
Team building
Team spirit creates a conducive and supportive environment.
4. 3
Effective communication
Ensures common understanding to avoid conflicts and promote mutual
trust.
Delegation
Shows that the manager cares for, and trusts employees.
Job enrichment
Increases challenges in the job
Job enlargement
Reduces repetitiveness and related monotony and boredom of the job.
Job rotation
Reduces monotony and increase diversity of tasks.
Showing keen interest in the employee and the job
Promotes employee esteem whereby employees feel they are valued
and important to the organization.
Clear goals
Encourage team spirit and unity of direction and common understanding.
(b) Two differences between motivators and hygiene factors according to
Fredrick Herzberg are as follows:
Motivators can bring about positive motivation and job satisfaction
whereas hygiene factors cannot motivate people whatever the amount
as they only serve to reduce job dissatisfaction.
Motivators are intrinsic factors of motivation whereas hygiene factors
are extrinsic factors of motivation.
(c) Criticisms against Fredrick Herzberg’s Two – Factor Theory of motivation
are as follows:
- It wrongly believes that motivators and hygiene factors are mutually
exclusive
Today these two sets of factors are mutually inclusive whereby
motivators can sometimes become hygiene factors to some individuals
and vice versa.
- The motivators of Herzberg are biased against shopfloor workers since
are they applicable to top managers only.
It fails to address motivational needs of lower level employees.
5. 4
- The theory is not supported by genuine research findings as two –
question research methodology adopted by the theory naturally
leads to Two – Factor theory.
- The theory generalizes the findings based upon the interviews of a
small number of accountants and engineers to all types of workers
globally.
3. (a) A leader can be guided to choose appropriate leadership style for particular
situation by the following factors:
Type of subordinates
If the subordinates do not possess the necessary skills and attitudes
to perform a given task, are lazy and do not exercise initiative,
authoritarian leadership style backed by Theory X is appropriate.
Democratic leadership style could be appropriate if the subordinates
are diligent, committed and possess the necessary skills to perform a
given task.
Corporate culture
Democratic leadership style is appropriate, legitimate and acceptable
when corporate culture is people oriented and the opposite is true
when corporate culture is task - oriented.
The leader himself/herself
When the leader believes that they have the highest level of
knowledge and skills for a particular task than anybody else in the
team, consulting such people for ideas on task performance would be
a waste of time hence authoritarian leadership style could be
appropriate. The opposite is true when the leader has less knowledge
and skills for a particular task than some members in the group as
he/she would rely on them to get the job done.
Economic situation
When the organization is affected by economic crisis, recession or
inflation, leaders apply austerity measures in order to closely
monitor now the lean resources are being utilized hence authoritarian
leadership style is appropriate. The opposite is true when the
organization is enjoying economic boom.
Time pressure/bulklog
When there is little time to meet deadlines and there is a lot of work
still to be done leaders tend to be pushy and tough to force team
members to jerk up effort to meet deadlines and vice versa.
(b) Five sources of a leader’s power that is used to influence group members to
do desired things are as follows:
6. 5
Rewards power
A leader who has the ability to reward group members formally or
informally get the required behavior and obedience from group
members.
This is because the group members want to have access to rewards
of value.
Expert power
A leader who has specialist expertise can solve fierce and seemingly
irreversible problems facing an organisation. This can enable the
leader to win member’s admiration and confidence hence their
submission to him/her.
Referent power
Leaders who are charismatic or connected to people who have power
in society attract others to follow them as leaders.
Coercive power
One can assume leadership through the use of force, threats and
punishment. People may obey such an individual in order to avoid
undesirable consequences for disobedience.
Legitimate power
Refers to power that is vested in the leader’s office which the leader
may use to influence group members to take desired actions.
4. (a) Human Resource management (HRM) is a process of attracting,
motivating, developing and retaining an organization’s key resource (i.e.
people who work in and for it). The main function of HRM is to enable
employees to effectively and productively contribute to the
accomplishment of the organizational direction (i.e. vision, mission and
goals/objectives.
It is the strategic and systematic management of employees so that they
contribute effectively and productively to the overall organizational
direction and the accomplishment of the organization’s goals and
objectives.
(b) The roles of HR practitioner are as follows:
Advisory/Guidance Role
The HR practitioner uses their specialist expertise to advise/ guideline
managers on HR issues such as regulations. Procedures and policies etc.
Service Role
The HR practitioner provide administrative and supportive service to
technical staff to enable them do their work efficiently and effectively.
7. 6
Expert role
The HR practitioner becomes internal consultant who is consulted on
more complex HR issues by both HR and non – HR staff members.
Partner role
This is a strategic position for HR practitioner which may be he held as
HR Director or HR President.
Strategic role
The HR Practitioner is involved in strategic issues such as HRM policy
strategy formulation and implementation, strategic planning etc.
(c) The benefits which HRM has over PM are as follows:
HRM is flexible whereas PM is rigid. HRM will therefore allow
organizations to quickly adapt and respond contextual changes unlike
PM.
HRM is democratic whereas PM is autocratic. HRM therefore augurs
well with the current democratic dispensation unlike PM.
HRM is strategic and is involved in important value adding activities
whereas PM is involved in inferior fire fighting activities.
HRM is resource based whereby the budget for people development is
considered an investment whereas PM minimizes budget for people
training and development because it is considered to be a cost.
PM outdated model for managing people and does not accommodate
new developments in the modern business environment such as good
governance, increased competition and dynamism. HRM is a
contemporary concept that accommodates these new developments in
the new millennium.
5. (a) Corporate change is important for the following reasons:
Change is a solution to certain organizational problems
Change allows organizations to adapt and respond to contextual
changes for survival and growth
Change is a sign of modernity
Change can improve the quality of customer service
Change is a source of creativity and innovativeness
Change allows continuous learning and improvement.
(b) (i) Internal drivers of change are as follows:
Employee demand for improved terms and conditions of service
Need to improve the quality of product/service
Need to introduce cultural change
8. 7
Planned change in strategy as a result of change in vision or
mission
Need to deploy people where they are most effective
Need to respond to the development of potential new product/
service devised by R and D or marketing department
Need to improve standards/systems for dealing with suppliers
(ii) External drivers of change are as follows:
Change in demand for organization’s products/services
Threatening tactics of competitors
Arrival of a newcomer with competing product/service
Takeover of business by a more powerful enterprise
Merger of the business with another
Changes in the terms of trade
(c) Factors that make people resist change are as follows:
Uncertainty/fear of the unknown
People are more comfortable with the situation that are familiar with
than new unfamiliar situations
Habit to say no to change
People have a tendency to object change without any genuine reasons
Conservatism/Superstition
People may object change because they believe something harmful may
happen to them
Potential losses
People think change may lead to loss of status, authority, power,
leadership, employment etc.
Failure to understand the logic of change
This may be owing to poor communication of change
(d) Techniques that can be used to minimize resistance to change are:
Training and education on the importance and logic about change.
Early communication about change allows people to prepare for, and
come to terms with change.
Use of relevant case studies that demonstrate the success story of similar
corporate change elsewhere and induce them to accept change.
Use of incentives
Giving rewards to those that accept change can allow change to take
root.
9. 8
Cooption of the leaders of resisters of change
Once these leaders have accepted change the members have no choice
but to follow suit.
Coercion
Use of threats, punishments and force can make people accept change.
6. (a) (i) Merits
The merits of meetings are as follows:
Ventilation therapy
Can allow members to air out their concerns and thus reducing
grievances and industrial disputes.
Breeding ground for creativity
Allows people to brainstorm and generate creative ideas.
Team building
Well managed teams can increase a sense of cohesiveness and
team spirit.
Effective communication
Teams can allow managers to brief organization members on
important issues and get feedback quickly.
Decision-making/policy-making body
Meetings can play a strategic role to make decisions, solve
problems and make policies for an organization.
(ii) The demerits of meetings are as follows:
Time consuming
Meetings, if poorly managed, can waste time to serve customers
as well as production time.
Conflicts/office politics
Meetings can be a recipe for conflicts especially when members
have different opinions over an issue.
Manipulation
Meetings can be manipulated by some individuals to promote
their own interests in the name of decisions by the meeting.
Risk
10. 9
Meetings can make risky decisions as there is no individual
accountability for decisions made collectively. Such risk is
shifted to the meeting.
Delayed decisions to reach consensus on resolutions/decisions.
Any three, 2 Marks each = 6 Marks
(b) The roles are as follows:
(i) Chairperson
Ensures that there is an agenda and that it is circulated to all
members before the date of the meeting.
Explains the purpose of the meeting
Controls the deliberations of the meeting and direct them towards
the purpose of the meeting
Encourages members to participate actively and constructively in
the discussions
Addresses questions and concerns raised by the members
Summarizes the resolutions made by the meeting.
Any three, 1 Mark each = 3 Marks
(ii) Secretary
Solicits agenda items from the members for forthcoming meeting
Produces and sends the agenda to members of the meeting before
the date of the meeting
Takes minutes during the meeting
Produces and sends the minutes to members before the date of
another meeting
Reminds members or task forces to complete reports/assignments
allocated by the previous meeting for inclusion in the minutes
Furnishes the chairperson of the necessary information or
routines in the course of the meeting
Prepares the venue of the meeting and ensures that all the
necessary stationery and other items are available.
Any three, 1 Mark each = 3 Marks
(iii) Members
To participate in the deliberations of the meeting
To answer or ask questions in order to give or seek clarifications
on certain issues
To participate in voting regarding certain issues if necessary
To form part of task forces established by the meeting to handle
particular issues of interest or importance
Any two, 1 Mark each = 2 Marks
(TOTAL : 20 MARKS)
7. (a) The following factors influence the way in which employees use time as
follows:
(i) The nature of the job
11. 10
Jobs that entail frequent interactions or contacts with others
subject the jobholder to interruptions and conflicts that makes it
difficult to control the way time is used. The opposite is true for
jobs that are relatively independent.
(ii) The personality of the jobholder
An assertive person is in a better position to deal with people who
trespass on their time than someone who is ineffective.
(iii) The members forming one’s role - set
An interfering boss who cannot delegate effectively is a time –
waster
Colleagues who pour in the office for chat and subordinates who
delegate upwards are all time wasters. The opposite is time for
superior who is effective delegator and subordinates who prefer
to work more independently.
(iv) Corporate culture
Cultures that advocate strict adherence to procedures rules and
formality are likely to be more time wasting than cultures that
allow informal approaches and short-cuts to some degree.
(v) Physical surroundings
These may help or hinder a jobholder’s efforts to make better use
of their time
The proximity pertaining to the access to necessary equipment
such as phones, photocopier, fax etc can be a physical barrier or
facilitator in the use of time.
(vi) Location of customers, suppliers and residential area
When these locations are scattered over a wide geographical area
the officer spends more time traveling and the opposite can serve
time.
Any five, 2 Marks each = 10 Marks
(b) Strategies that can be adopted to ensure effective management of time
are as follows:
(i) Planning
Through planning a schedule of activities is produced that clearly
indicates what will be done when and by whom. This permits
effective allocation of time to various activities and thus avoiding
wastage of time.
12. 11
(ii) Being efficient and effective
Allows economic use of time as mistakes and re-doing of tasks is
minimized.
(iii) Self-discipline
This behavior avoids time wasting habits and thus is used time
sparingly and rationally.
(iv) Effective delegation
Delegation allows managers to push less important routine activities
to subordinates and thus serving time for strategic issues.
(v) Assertiveness
Allows managers to effectively deal with people that trespass
on their time.
(vi) Effective management of time wasters
Entails dealing with people and things that rob the manager of
their precious time.
Use of a diary
Asking people to make appointments allows the manager to
properly plan for the use of time.
Any five, 2 Marks each = 10 Marks
(TOTAL: 20 MARKS)
8. (a) Reasons why organizations should conduct recruitment are as follows:
Organizational renewal and revitalization
Recruitment brings into the organization “fresh blood” – i.e. new ideas,
experience, specializations and knowledge about competitors to the
benefit of the organization.
Staff motivation
Internal recruitment (promotion from within) allows the organization to
reward exceptional performance through career progression.
Generation of employment
External recruitment generates employment for a nation thereby
contributing to the achievement of national goals such as national socio-
economic development.
Job re-design
It is easier to review job descriptions when the job is vacant than when it
is filled in.
Meeting organizational HR requirements
Recruitment allows an organization to satisfy organizational HR needs
in terms of both numbers and quality.
13. 12
(b) The advantages and disadvantages of internal recruitment are as follows:
(i) Advantages
Staff Motivation
Employees exceptional performance is rewarded through
promotion.
Is relatively cheap
Travel, accommodation and advertisement expenses are by-
passed.
Probability to hire the right person is high
It is possible to closely track the candidates performance,
potential and conduct.
Shorter “Gestation Period”
The employee has a quick start in the new job since the
incumbent is already familiar with various dimensions of the
organization such as corporate culture, mission/vision,
competitors, market standing etc.
Succession Planning and Management Development Promotion
from within provides the organization with the opportunity to
create a “nursery” for future managers.
(ii) Disadvantages
Frustration of those who are not promoted
Those who are not promoted may be demotivated and frustrated
and this frustration may ripple to other employees.
Time - consuming
It causes a chain reaction whereby several posts in the hierarchy
can become vacant one after the other hence it is time –
consuming to fill them in.
Conflict
It triggers harmful conflict between the successful candidate and
the losers which may create recipe for sabotage and other
industrial hazards.
Organization politics
Office politics may lead to the promotion of unsuitable person.
“In-breeding”
There is no cross-fertilization of ideas as the successful candidate
may not offer new ideas, experiences or solutions to the
organization leading to stagnation.
14. 13
Lack of integrity
The successful candidate may be held in low esteem and may
find it difficult to influence subordinates to do desired things to
achieve goals.
(c) The disadvantages of head hunting as a method of recruitment are as
follows:
Is expensive
To woo and attract somebody from competitor or any other organization
is expensive as it requires very competitive pay and other perks.
Is unethical
Poaching is viewed negatively and can tarnish the image of an
organization.
Is unsustainable and reliable
It is not always possible to obtain the people that we need when wanted.
Demotivating of existing employees
It reduces vertical mobility (career progression) of existing employees
that may lead to frustration and labour turnover.
E N D