...BE111 Management Accounting Drawing initially on Chandler (1977) and Hoskin & Macve (1990), discuss what you see as the key features of (a) the structure and (b) the processes that make up the new form of management as described by Chandler. Pay attention in your discussion to the roles played within the new ‘staff’ function by accounting and accountants, and how these contribute to the new processes of ‘administrative coordination’. Seal et al (2012: p10) argue that in recent decades there have been ‘important innovations in management accounting’. Critically evaluate one such management accounting ‘innovation’, and indicate in your answer how far this has (or has not) transformed the management of the ‘modern business enterprise’. This.essay.will.debate.the importanceo.of.inovations.which.Adam.Chandler.argued.and Chandler's.study.of.the.adoption.of.the.multidivisional.organization.structure. in.companies, and his detailed examination of four of the pioneers of that revolutionary structural form, which led him to develop his highly influential thesis. And in the second part, it will be argued if balance scorecard represents an effective inovative accounting method. As.described.and.explained.by.Chandler.(1977), the.multidivisional.form.was.an “organizational.innovation” that.often.served.as.a.more.effective.check.on.managerial discretion.than.the.earlier.unitary.form.of.organization. Compared.with.the.(U-form),.in which.strategic.and.operating.decisions.were.joined,.the...
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...As the concept of the modern enterprise has evolved, likewise there are many different definitions of ‘management' as a function within the business organisation. McFarland (1971) describes management as a systemic process of purposive organisational activity over a varying span of time; Donnelly (et al., 1999) as a high- level coordination of individual and group effort to achieve goals; whilst others view the act of management as an operational, function-based activity, comprised of a set of key duties, responsibilities and relationships towards achieving desired goals of the organisation (Robins et al., 2013). Even without definitive agreement to a single definition, there are commonalities in all that identify management as a social and dynamic process, by which an individual (or group of individuals) is responsible for the economical and effective planning and regulation of the enterprise and its employees (Boddy 2008). This essay will identify several functions of managerial activity and examine how they contribute to the wider operation of utilising human resources to deliver organisational objectives. In essence, the manager’s role is effectively that of a human conduit; their acquired acumen and expertise applied to identify and extract value from otherwise isolated events and information. It is the process by which the key functions of planning, organising, leading and controlling (Robins et al., 2013) work to direct the organisation’s human resources towards...
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...When you are placed in a management role you have to try to manage all of you resources to best of your ability. Management is basically problem solving. The different type of functions in management includes Planning, Organizing, leading and controlling. Planning is mapping out how to achieve a particular goal. Next step would be organizing, a manager needs to organize there assets and team member to carry out the plan that is in place. Also leading is important not just by the manager but by all member that are employed with the company. Leading involves communicating, guiding, motivating and encouraging the individuals that are presently working for you. After all of these components are in place a manager must also be controlling. The manager must continuously check the results of their team and make corrective action so that the plan can remain on track. Internal and external factors can affect many aspects of a company. Globalization opens a new market for selling and buying. Globalization is important for the growth and survival of a company in the global market place. Some of the internal factors of globalization can start on how the company would change the practices to compete on a global scale. You could also add in marketing strategies, customer service, development and production. Some external factors of globalization could include the environment that the company will have to a just to. Another big external factor for a company entering a new land of business...
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...Running Head: UNIT 2 ASSIGNMENT 1 Geraldine Spinner January 16, 2012 Management Policy and Strategy MT460-01 Unit 2 Introduction to Strategic Management UNIT 2 ASSIGNMENT 2 Strategic management is the set of decision and actions that result in the formulation and implementation of plans designed to achieve a company’s objectives (Pearce, 2010). The concept of the strategic management process is screening ideas, development of mission and setting of objectives, the SWOT analysis, and selection of the best alternative, strategy formulation, Implementation, and lastly control. Strategic is the direction and scope of the organization over the long term. They will achieve advantage for the organization through its configuration of sources within a challenging environment so they will be able to meet the expectation of the stockholders and the demands of the market. Strategy is very important because it helps in establishing objectives after analyzing the internal and external environment. It will also help focus on the aspects that will make the organization able to achieve a competitive edge. When it come to competitive advantages it’ an organizations ability to transform input into goods and services at a maximum profit on a sustained basis...
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...Leadership vs. Management Is there a difference? Author: Damita Goods What is Leadership? There are many different definitions of leadership, for this handbook we will focus on the following: Leadership is a process of getting things done through people. (Scoutmaster Handbook, BSA, 1937) The ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations of which they are members. (The Globe, 2004) What is Management? Management also has many definitions, so we will focus on the two below: The act of getting people together to accomplish desired goals and objectives. (Sir Thomas More (1535) Use of natural authority to obtain compliance from organizational members. (2005 Prentice Hall Inc.) So what is the difference? In a nutshell: Leadership is setting a new direction or vision for a group, so that they willingly will follow Management controls or directs people/resources according to principles that have already been pre-established. Types of Leadership Formal Leaders that have been given a position with a group. They are actually assigned to be leaders as part of their role in the group. Informal Someone within an organization or work unit who, by virtue of how he or she is perceived by his peers (or others in the organization) is seen as worthy of paying attention to, or following. Leaders vs. Managers Comparison Leaders Focuses on people. Inspires...
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...What is effective management? This will be one dimension that you will have to reflect on throughout the unit – some questions that might arise is there such a thing as ‘one best way’ of being effective? Does being effective require a set of skills, or is it more about being adaptable and flexible? Is it more effective to think of management as the sole locus of the manager, or as a group or ever organizational dynamic? Gender Equality/Balance – were more women just not choosing promotions? More complex than that – See Acker article on Moodle to help start thinking through these ideas! Administrative Management The influence on the workplace of the KIPPER phenomenon The KIPPER phenomenon is just one example of a social dynamic that can have an influence on the workplace (e.g. people having to stay in work longer and retire later in order to financial support adult children). At a more general level it highlights how different social or cultural trends always have an influence or organizational life. Definitions are always difficult I agree – and there are lots of definitions! A good place to start is think about the academic definition given to a term in a text book or, better still, an academic paper, and then think how this might translate into an organizational setting. The framework for the unit Broadly speaking, the unit starts off at an individual level and them moves towards ideas which are more group-based, then more organizational based. However, this...
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...What Is Strategic Management, Really? Inductive Derivation of a Consensus Definition of the Field Rajiv Nag Department of Management WCOB468 Sam Walton College of Business University of Arkansas Fayetteville, AR, 72701 Tel: (479) 575-6650 Fax: (479) 575-3241 Email: Rnag@walton.uark.edu Donald C. Hambrick The Pennsylvania State University Smeal College of Business 414 Business Building University Park, PA 16802 (814) 863-0917 Fax: (814) 863-7261 dch14@psu.edu Ming-Jer Chen University of Virginia The Darden School Charlottesville, VA 22906-6550 (434) 924-7260 Fax: (434) 243-7678 chenm@darden.virginia.edu October 18, 2006 (Strategic Management Journal, forthcoming) Acknowledgements: The authors are indebted to all those individuals who participated in the survey. The authors thank Hao-Chieh Lin for his help in the early stages of this research. We acknowledge financial support from the Batten Institute and the Darden Foundation, University of Virginia. A note of thanks to Tim Pollock, Wenpin Tsai, and two anonymous reviewers for their extremely useful comments on earlier versions of this manuscript. Keywords: Strategic Management, Academic Communities, Linguistics. 1 What Is Strategic Management, Really? Inductive Derivation of a Consensus Definition of the Field ABSTRACT It is commonly asserted that the field of strategic management is fragmented and lacks a coherent identity. This skepticism, however, is paradoxically at odds with the great success that strategic...
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...What is a Performance Management System(PMS)?Performance management systems is an organized and systematic way of progress review, goal setting, communication, recognizing and rewarding achievement, providing feedback for better performance and implementing employee development programs. It is a continuous process, which is carried out right from the time when an employee joins an organization till the time he or she leaves . Performance management in HR is aimed at improving the overall corporate performance by enhancing individual performance within the framework of a team. It pushes for optimum performance by setting the right expectations, communicating effectively, defining clear roles, and setting achievable objectives. To enable the employees towards achievement of superior standards of work performance. Performance management is a process by which managers and employees work together to plan, monitor and review an employee’s work objectives and overall contribution to the organization. More than just an annual performance review, performance management is the continuous process of setting objectives, assessing progress and providing on-going coaching and feedback to ensure that employees are meeting their objectives and career goals. Objectives To help the employees in identifying the knowledge and skills required for performing the job efficiently as this would drive their focus towards performing the right task in the right way. Boosting the performance of...
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...What is Human Resource Management? Human Resource Management (HRM) involves the practice of managing people and has been practiced since the first century “with Columella, a Roman farmer and former soldier whose De Rustica featured one of the earliest tracts on people management” (Rowley and Jackson, 2011 p.xx). HRM covers a broad spectrum of employee related affairs, ranging from selection and recruitment to training and development, employee reward, and performance management (Beardwell and Clark, 2010). Some of the objectives of Human Resource (HR) are to ensure staff motivation, to effectively manage change in the organisation and most importantly to maintain good employee/employer relationship. This essay seeks to give a general overview on the origins and meaning of HRM, reviewing the main models of HRM, the link between HRM and performance, and finally assessing the impact of HRM in multinational corporations. The origins of HR in the UK traces back to the 80’s when government reforms were been implemented to reshape the framework of industrial relations in the country. Due to “the restructuring of the economy” there was a decline in manufacturing industries, a “rise the service sector” and an increase in “new industries based on high tech products and service” (Beardwell and Clark, 2010 p.7). The economic changes were promoted by “the political climate of Thatcherism” through “entrepreneurialism and antiunion legislations which encouraged firms to introduce new labour...
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...Innovation Management Lecturer: Lopez, Urko The Why, What, and How of Management Innovation * Gary Hamel - Rodriguez Ugarte, Aitor 15th of February, 2015 INDEX INTRODUCTION 2 1. CONCEPT OF MANAGEMENT INNOVATION 3 2. WHY IS MANAGEMENT INNOVATION SO IMPORTANT NOWADAYS? 3 3. “DECONSTRUCT YOUR MANAGEMENT ORTHODOXIES” 4 4. SUMMARY OF THE ARTICLE 5 BIBLIOGRAFÍA 7 INTRODUCTION In this work I am going to analyze the management innovation. To do so, I am going to use Gary Hamel’s article “The Why, What, and How of Management Innovation” as guide to discuss this topic. To conclude with it, I am going to make a short summary about the article mentioning the main points of it. Source: Own elaboration Source: www.sintetia.com 1. CONCEPT OF MANAGEMENT INNOVATION Management innovation involves two concepts within it: Management and Innovation. On the one hand, management is one of the most important elements in an organization. It consists on coordinating activities and making plans for the future with the purpose to adapt to its environment and changes in it. On the other hand, as we analyzed the concept of Innovation in class the other day, I concluded that Innovation is the act of changing or creating a product or way of working in order to adapt to new environments or situations. So, what does Management Innovation mean? According to Gary Hamel “a management innovation...
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...1. What is Strategic Account Management? * Strategic account management is a systemic process for managing key interactions and relationships with critical accounts * 20% of customers generate 80% of the revenue/profit * Strategic accounts tend to provide a disproportionate share of a firm’s revenue/profit * Must manage account relationships, and be accountable for ongoing and long-term financial growth 2. 3. What are the benefits of Strategic Account Management? * Strategic account management can offer a competitive advantage, the key to greater loyalty, and the road to higher profitability * A well-designed and well executed strategic account management program can minimize, or in some cases, eliminate competition 4. What are the challenges of implementing Strategic Account Management? * Programs falter when firms underestimate the time, resource requirements, and complexity of rolling out the program * Creating a systemic way to manage strategic accounts is a little like putting down the road as you’re driving on it * You must maintain your firm’s financial performance while reinventing the way it serves its most critical customers. This is perhaps the greatest challenge in implementing strategic account management. 5. Create cross-functional executive leadership * This leadership helps create and communicate the urgency that ensures organizational commitment to strategic account management * These cross-functional...
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...article and determine under which management skills they fall. There are three basic skills in which all the management skills are categorized. The three are namely; Conceptual skills, Human skills and Technical skills. All the other skills mentioned fall within these three categories of skills. The skills described in the article will be respectively described below. 1. Communication Communication falls under the category of Human skills. And it’s a very basic and important sub-category and also a strong pillar in the realm of managers. 2. Listening skills Listening skills also falls under the sub-category of Communication. 3. A commitment to the truth Asking questions and clarifying for the truth and showing immense interest in hearing the reality of the news that you get to listen to, from outside sources as well as from those working under your management, sound Interpersonal skills are required. (This also falls under the main category of Human Skills) 4. Empathy Empathizing here means to understand that other people may have different points of view. So, Empathy requires excellent listening skills and falls in the sub-category of Interpersonal Skills. 5. Persuasion Persuasion involves negotiating and most probably partnering with people for achieving mutual goals and benefits. Persuasion falls somewhere between having excellent Communication and Interpersonal skills. 6. Leadership Leadership, a critical management skill, is the ability to motivate...
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...What is Project Cycle Management (PCM)? “Project Cycle Management” is a term used to describe the management activities and decision-making procedures used during the life-cycle of a project1. The image of a ‘project cycle’ assists applicants to understand how to organize their work so that it is based on real needs, is well planned, monitored and evaluated, and allows involved parties to learn from every project to improve their future work. The cycle represents a continuous process in which each stage provides the foundation for the next. The generic project cycle has six phases. In practice, the duration and importance of each phase may vary for different projects. Identification Evaluation Identification Appraisal Evaluation Preparation Preparation Appraisal Implementation and monitoring Proposal preparation, approval , financing Implementation and monitoring Proposal preparation, approval , financing Identification – generation of the initial project idea and preliminary design Preparation – detailed design of the project addressing technical and operational aspects Appraisal – analysis of the project from technical, financial, economic, gender, social, institutional and environmental perspectives Proposal preparation, approval and financing – writing the project proposal, securing approval for implementation and arranging sources of finance Implementation and monitoring – implementation of project activities, with on-going checks on progress and feedback...
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...Ques 2:What are the prospects and challenges of quantitative techniques in management? What are quantitative techniques in management? Quantitative Approach provides us the mathematical & statistical, tools & techniques to optimize the managerial decision making in the areas of plaining and control. such as budgeting, scheduling, quality control etc. Normally following techniques are used Critical Path Method (CP). Linear Programming (LP). Greedy Strategy (GS). Queuing Theory. Economical Model. . . . . . etc. What are the business management controlling techniques? Organizational Control Techniques Control techniques provide managers with the type and amount of information they need to measure and monitor performance . The information from various controls must be tailored to a specific management level, department, unit, or operation . To ensure complete and consistent information, organizations often use standardized documents such as financial, status, and project reports. Each area within an organization, however, uses its own specific control techniques, described in the following sections. Financial controls After the organization has strategies in place to reach its goals, funds are set aside for the necessary resources and labor. As money is spent, statements are updated to reflect how much was spent, how it was spent, and what it obtained. Managers use these financial statements, such as an income statement or balance sheet, to monitor the...
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...What is the function of resources and leadership roles in IT management? Information Technology (IT) which refers to computer technology (hardware and software) used for processing and storing information, and communications technology (voice and data networks) used for transmitting information, is a fundamental need of today’s businesses and organizations. Basically all modern organizations and businesses today are dependent on IT networks and applications for processing transactions and for managerial decision making. All business managers, especially IT managers, are responsible for investing in and effectively utilizing information technology for the benefit of their organizations (Brown, DeHayes, Hoffer, Martin, & Perkins, 2012, p. 1). Today’s businesses compete with dot-com (internet only) companies via web based stores, and customers have access to high speed wireless networks from virtually anywhere. Managers need to have knowledge about IT management so that they are more able to effectively invest in and utilize new and already in place information technology. Today’s IT managers need to have the knowledge and know how to effectively manage the three organization’s IT resources discussed in our textbook: 1) Technology Infrastructure, 2) Human Resources, and 3) Business/IT Relationships. 1) Technology Infrastructure: Technology infrastructure resources deal with software, computers, and networks that enable the organization to conduct business and share...
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