...Vijayawada 520012 Andhra Pradesh. Andhra Pradesh. Mohammad Sadiq Khan (Student) Modern Degree College Krishna University Vijayawada. Email id: khans877@gmail.com Contact no: 9291374786 Address: 3-141, Indiranagar-1, Yenmalkuduru, Penamaluru mandal, Vijayawada 520007 Andhra Pradesh. ABSTRACT: For many years, the topic of interrelation between the management and ethics has been a topic of intense scrutiny. It is understood that management is looked to for setting the standards for work culture and shaping ethics and performance in the workplace. When situations go wrong, management looks towards common culture to resolve workplace issues. Management has to ensure that this culture is consistent with the organizational goals and commitments. But in more cases than not, ethical breaches are consistent in the top levels given how the primary objective of a company’s management is the company’s growth. This study aims to observe and comment upon the ethical culture prevailing in the top level of management and how issues are dealt in that context. INTRODUCTION: For many years, the...
Words: 2127 - Pages: 9
...organization must also acquire knowledge of certain functional areas of business. Having a clear understanding of these functional areas enables a manager to make comprehensive business decisions. In this paper different functional areas of business will be identified. In addition, the role of a manager within these functional areas will be analyzed. What does the term functional area of business mean? All successful businesses must operate a number of functions to ensure the business runs smoothly, and these functions link to the goals and objectives of the business. “In large, organizations employees are arranged into departments specializing in certain tasks. These tasks are considered functional areas” (Slide Share, 2014). There is no fixed rule in determining what main functional areas of business are. However, successful structured organizations incorporate the functions listed below: - Human Resource Management - Leadership - Accounting - Finance - Economics - Research and Statistics - Operations Management - Marketing - Strategic Planning This is a large list, and it covers the mains aspects of business and each function has a unique definition. For example, “human resource management is about improving levels of organizational effectiveness by further...
Words: 1217 - Pages: 5
...myself contemplating my future and started to focus on establishing goals for my professional and personal life. With my new found focus I started to actually care about the quality of my work and also started to take on new responsibilities at my job. Due to this new found focus I was quickly promoted to a trainer and 3 months later I was promoted to a manager. To my surprise the role of manager came naturally and I had immediate success. It turns out I have a passion for leading people, driving production, increasing efficiency in processes and found fulfilment in training and developing my direct reports. After reviewing the Occupational Outlook Handbook the two careers that I found that closely combine everything mentioned above are Management Analyst and Top Executive. Plus, both career options can be quite lucrative. Furthermore, these two career choses are inline with the results from the Career Cluster Assessment taken on the Georgia Career Information Center website. The first career I will explore is Management Analyst. The Bureau of Labor Statistics states that the primary role of a Management Analyst is to propose ways to improve efficiency in effort to reduce cost and increase revenues thus leading to wider profit margins which ties in perfectly with some of the task that I enjoyed completing at all my prior employer. Per the O*Net Online website a majority of positions in this field require a bachelor’s degree. Whatever career choice I make I must ensure that I am...
Words: 929 - Pages: 4
...CFOs role in the diffusion of management control systems 29 May 2015 CFOs role in the diffusion of management control systems Abstract Purpose – this paper aims to review the literature on CFOs and their role in diffusing management control systems. Design/methodology/approach – this paper identifies 41 studies from leading academic journals and evaluates 7 of these studies, which deal with CFOs role in diffusing management control systems. The author analyze both research design and actual findings in the field. Findings – The analysis finds that even though characteristics such as education and tenure is shown to have an effect on the innovation of management control systems, there are also contradictions on which characteristics have a significant effect which opens for further research on the subject. Originality/value – the author synthesize the findings and derive a future research agenda. Keywords – CFO, management control systems, upper echelons, literature review Paper type – literature review 1. Motivation Recent papers (Burkert and Lueg, 2013; Hiebl, 2014) suggests that CFOs have become more powerful in recent years and that they are responsible for the diffusion of management control systems across organizations. To examine the role of the CFO in diffusing management control systems, I review literature with a focus on upper echelon characteristics of CFOs and management control systems, which will allow me to clarify the influence CFO characteristics...
Words: 5185 - Pages: 21
...external environment. An organization has three levels of management which is top level, middle level and first-line level managers. Top managers are the person who responsible for decision making and establishing plans and goals that affect the entire organization. For middle managers, they are always the intermediate between first-line managers and top managers who translate the goals set by top managers into specific details that the lower managers can get things done. First-line managers are focus on controlling and directing to the non-managerial subordinates. They are usually...
Words: 889 - Pages: 4
...Name: Tutor: Course: Date: Sustainability and financial performance 1. What is the difference between local and corporate decision-making, and what is the significance of the difference for sustainability? The top management in firms is normally keened on the need for corporate sustainability, but they have difficulties executing it to success. The difficulty they face is on how to execute sustainability in operations and decision making regarding capital investments and seeing it to success especially for large and profit maximizing firms. Impacts from sustainability are often regarded as local and so, decisions concerning this are hardly made by the executives. Mainly middle level management is involved with such kind of decision making, and by so doing, there arises a tradeoff between impacts of finance and those of sustainability. In essence, the heads of sustainability in firms demand better sustainability performance from top managers while the top managers request for good financial performance. Models have been developed to enhance the sustainability processes, which managers can use in their day-to-day firm operations. One such model was developed by Epstein who stipulates that for this to be workable managers should focus on certain drivers included in different inputs and processes. 2. Study the Corporate Sustainability Model in Figure 1. Based on this study, do you think sustainability should be managed by means of a cost center, profit center, the balanced...
Words: 704 - Pages: 3
...Ethical Behavior and Morality in Organizations begin with “The Tone at the Top” Executive Summary Unethical behavior in organizations creates many intractable problems which climax in fraudulent acts. When behavior in an organization is not ethical regulations are broken, and the likelihood of legal suits increase. Fraud in Enron and Adelphia in the early 2000s led to big bankruptcy filings resulting in huge losses in investments. Employees also lost jobs as well as significant portions of their retirement savings. Most of the fraud in these companies were committed or influenced by senior management. Executives did not demonstrate ethical leadership by sounding ethical tones at the top. The “tone at the top” has a trickle down on employees. If top management is comprised of ethical leaders, the employees are likely to behave ethically. Such leaders lead by example, and one important way to cultivate an ethical organization is to have an organizational code of ethics that is followed by all. However, these codes can only be as good as those who are responsible to enforce them. The Securities and Exchange Commission (SEC) has placed high importance in codes of ethics. In spite of the aforementioned disadvantage that is hinged on the values of unethical leaders, codes of ethics are good internal controls. Leaders can act morally and avoid unethical behavior if they also avoid setting unrealistic goals. If daunting goals are set for employees, they are likely to commit fraud...
Words: 2465 - Pages: 10
...Introduction to Management and Organizations True/False Questions A MANAGER’S DILEMMA 1. Today’s managers are just as likely to be women as they are men. (True; moderate; p. 4) 2. Management affects employee morale but not a company’s financial performance. (False; easy; p. 4) WHO ARE MANAGERS? 3. In order to be considered a manager, an individual must coordinate the work of others. (True; moderate; p. 5) 4. Supervisors and foremen may both be considered first-line managers. (True; moderate; p. 6) WHAT IS MANAGEMENT? 5. Effectiveness refers to the relationship between inputs and outputs. (False; moderate; p. 8) 6. Effectiveness is concerned with the means of getting things done, while efficiency is concerned with the attainment of organizational goals. (False; moderate; p. 8) 7. A goal of efficiency is to minimize resource costs. (True; moderate; p. 8) 8. Efficiency is often referred to as “doing things right.” (True; moderate; p. 8) 9. Managers who are effective at meeting organizational goals always act efficiently. (False; difficult; p. 8) WHAT DO MANAGERS DO? 10. The four contemporary functions of management are planning, organizing, leading, and controlling. (True; easy; p. 9) 11. Determining who reports to whom is part of the controlling function of management. (False; easy; p. 9) 12. Directing and motivating are part of the controlling function of management. (False; moderate; p. 9) 13. Fayol’s management functions...
Words: 6792 - Pages: 28
...CC3305 Engineering Management Lecture One Engineering and Management CC3305 Engineering Management 1 Structure of Lecture One 1. 2. What is Engineering? What is Management? a. b. c. d. Management Levels (3) Managerial Skills (3) Managerial Roles (3) Functions of Managers (4-5) Its importance in high-tech firms 3. What is Engineering Management? a. CC3305 Engineering Management 2 What is Engineering? • Engineering is the profession in which a knowledge of the mathematical and natural sciences gained by study, experience, and practice is applied with judgment to develop ways to utilize, economically, the materials and forces of nature for the benefit of mankind CC3305 Engineering Management 3 Engineering as a profession • Engineers recognize the need for “intensive preparation” to master the specialized knowledge of their chosen profession • Engineers understand the need for lifelong learning to keep up with the march of technology • Engineers have ethical responsibilities in maintaining standards of conduct • Engineers provide a public service for the betterment of society while placing safety of the public high on their list of design criteria CC3305 Engineering Management 4 Engineers • Engineers are the practitioners of the art of managing the application of science and mathematics • Engineers need to logically apply quantifiable principles and effectively put their professional knowledge and experience into direct application ...
Words: 1475 - Pages: 6
...analyst profiles | LinkedIn www.linkedin.com/title/financial+analyst/at-nestle/ Financial analysts at Nestle are on LinkedIn. ... Summary: Senior Finance Manager | Financial Controller and member of Top Level Finance Management Team ... Nestle Financial Overall Company Size: Related Documents www.technologyevaluation.com/.../nestle-financial-overall-company-size... Featured Documents related to » nestle financial overall company size. ad. Get Free ... Throw Away Your Financial Statements: Managing by Metrics Analyzing ... [PDF] James Singh: Leading Nestlé's House of Finance - IMA www.imanet.org/PDFs/Public/SF/.../09_2011_sjoblom_kim_revised.pdf Sep 9, 2011 - fessor of financial management at IMD, for Strategic Finance about the organization of finance at Nestlé, the changing role of the CFO, his. Contemporary Financial Management - Page xii - Google Books Result books.google.com.lb/books?isbn=1133421547 R. Charles Moyer, James McGuigan, Ramesh Rao - 2011 - Business & Economics Other Financial Risk Measures 514 EBIT-EPS Analysis 515 Cash Insolvency ... 524 International Issues: Balancing Operating and Financial I-i'isks at Nestle 526 ... The European Financial Review » Management New » Nestlé ... www.europeanfinancialreview.com/?p=6281 Feb 20, 2013 - By Bettina Büchel & Christopher Zintel. Nestlé SA, the world's largest manufacturer and marketer of foods, has leveraged...
Words: 2413 - Pages: 10
...objectives. Strategic leaders manage the strategic management process that is designed to help the organisation achieve its objectives. Strategic leadership is the ability to lead an organisation towards the achievement of its objectives. The tasks involved in exercising strategic leadership are typically to anticipate, envision, maintain flexibility and empower others to create strategic change as and when necessary. Strategic leaders are the lynchpin in the strategic management process. Among the strategic leaders, we have managers operating at different levels of an organisation: corporate-level, business-level, functional-level and operational-level. • Corporate-level managers include the chief executive officer (CEO), senior executives and the corporate staff. The corporate-level managers manage the strategic management process for the whole organisation. These managers may carry designations such as CEO, managing director, executive director or president. • Business-level managers are the strategic leaders at the business, division or SBU levels. These managers manage the strategic management process at the business-level. These may carry designations such as the general manager or vice-president. • Functional-level managers are the strategic leaders of a specific function such as marketing or operations. They are called marketing managers or operations managers. The functional managers manage the strategic management process at the functional level. • At the operational-level...
Words: 4893 - Pages: 20
...to discover whether or not a link exists between innovation and quality management practices. They stress the importance of innovation in business as necessary to standing out among competitors and remaining fresh within the business’s respective market. For this reason, innovation has remained a hot topic among researchers for quite some time (Kim et al., 2012). The real question at hand is whether or not quality management has anything to do with innovation, as past research has suggested quality management as a precursor to innovation. Moreover, quality management is being embraced more and more by leading companies (Kim et al., 2012). The trouble is that Kim et al. (2012) believe that past studies have been flawed, as they did not distinguish between the types of quality management in associating it with innovation. By the same token, the view of innovation by past researchers was rather simplified as well, disregarding various types. The former two flaws may be why past research results have produced such varying results (Kim et al., 2012). Consequently, Kim et al. (2012) set out to fill in the gaps by determining the connections between various quality management processes, as well as how each may or may not relate to innovation. Kim et al. (2012) begin by defining quality management as a company’s on-going effort to improve and change. As such, the practices entailed in quality management are aimed at giving the company a competitive advantage and improving the...
Words: 2808 - Pages: 12
...The role of Strategic Conversations with Stakeholders in the Formation of Corporate Social Responsibility Strategy. Summary The main discussion of this journal is to explore the role and the use of strategic conversations in corporate social responsibility (CSR) strategy formation from a conceptual perspective to actual practices. Based on this research, the authors have given the strongly recommendation that by intensifying the stakeholder engagement in the CSR strategy-making process, through the mechanism of strategic conversations, will not only minimize the future stakeholder’s concerns and enhance CSR strategy making effectiveness but also maximize organizational sustainability. The learning outcomes are concluded in the following key points: * Corporate Social Responsibility - The evolution of the Corporate social responsibility (CSR) was from a basic concept and belief to become a popular debating subject in recent decades which is centered in ‘whether CSR should take priority over a company’s obligation to make money for its stockholders or vice versa’. - There was a general consensus to align strategies to take full advantage of CSR business opportunities while also including stakeholders in the strategy-making process. * Strategic conversations - Understanding the variety of strategic conversation definitions and how it works properly in an organization through direct communication mechanisms between three pillars: top management, BSE and relevant...
Words: 1280 - Pages: 6
...MGMT6 Chapter 1: Management Pedagogy Map This chapter begins with the learning outcome summaries and terms covered in the chapter, followed by a set of lesson plans for you to use to deliver the content in Chapter 1. Lesson Plan for Lecture (for large sections) Lesson Plan for Group Work (for smaller classes) Assignments with Teaching Tips and Solutions What Would You Do? Case Assignment––Netflix Self-Assessment––Is Management for You? Management Decision––Should We Try to Make More Money Management Team Decision––Negotiating with Investors Practice Being a Manager––Finding a Management Job Develop Your Career Potential––Interview Two Managers Reel to Real Video Assignment: Management Workplace ––Camp Bow Wow Review Questions Additional Activities and Assignments |Highlighted Assignments |Key Points | |What Would You Do? Case Assignment |After a period of phenomenal growth, Netflix faces several challenges as it looks | | |to develop new ways to deliver movies. | |Self-Assessment |Students get a first glimpse to determine if their...
Words: 12875 - Pages: 52
...According to L. A. Allen --- ‘’ Management is what a manager does’’. Manager: A manager is he who does various kinds of task and he has the power of supervise the employee to achieve the organizational goals & objectives. Various Managerial skills: Robert L Katz identifies three skills of managers:- (1) Technical skill. (2) Human skill. (3) Conceptual skill. Technical skill: Technical skill is the knowledge or ability of managers to use a process, technique, procedure or any specialized activities. Accounts engineers, surgeons all have their technical skills necessary for their respective professions. Most managers especially at the lower level and mid-level need technical skills for effective task performance. Technical skills are important especially for first line managers, who spend much of their time training subordinates &supervising their related problems. Human skill: Knowledge and ability to work with other people effectively to understand other people, to motivate other people both has individuals and groups. Managers spend much of their time interacting with people both inside and outside their organizations. We may recall here Mint berg’s explanation of how top (And middle) managers spend their time: 59 percent in meetings, 6 percent on the phone, and 3 percent no tours. All of these managerial activities involve other...
Words: 5343 - Pages: 22
