Organization and Management Anh MAI, International School (ISVNU) Mail: anhmd@isvnu.vn Cell: 0902372688 Topics to discuss Topic 1: Introduction to management Topic 2: The history of management Topic 3: The management environment Topic 4: Planning and Strategy Formulation Topic 5: Decision Making Topic 6: Organizing structure and design Topic 7: HRM Topic 8: Leading Topic 9: Teamwork Topic 10: Motivation & Communication Topic 11: Organizational Control 2 Topic from
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experience: 1. Basic biological (Psychological) needs 2. Safety needs 3. Social needs 4. Ego (Esteem) needs 5. Self-actualization needs In order to climb up the scale of needs, it is necessary that people complete level one first. People’s ultimate goal is to reach the level of self-actualization. At this level, people try to be all that they can be by trying to reach their full potential in every outlook. In order to assist employees to fulfill this aspect of life, a variety of job tasks would
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behaviours stemming from a job ‘henry mintzberg’ conducted several land mark studies of managerial roles.according to him ,the 17 managerial roles as follows. These groups are grouped according to the managerial function. Planning 1.strategic planner Top level managers engage in strategic planning,usually assisted by input from others through out the organization.specific activities in this role include:a)setting a direction for the organization. b)helping the firm deal with external environment
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APPLYING LEADERSHIP THEORIES APPLYING LEADERSHIP THEORIES APPLYING LEADERSHIP THEORIES IN THE SCHOOL SETTING Every organization has a leader who manages the institution with the end task of accomplishing the desired goals. The success of an organization depends on dynamic and effective leadership. Leadership, is influencing people to follow in the achievement of a common goal (Koontz and O’Donnell, 1959). Educational organization has been going through tremendous changes, reform
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Introduction 1.2 Definition of Management 1.3 Characteristics of Management 1.4 Management Functions/ the Process of Management 1.5 N ature of Management 1.6 Management Vs. Administration 1.7 Levels of Management 1.8 Managerial Skills 1.9 The Manager and his job 1.10 Principles of Management 1.11 Significance of Management 1.12 Summary 1.13 Self Assessment Questions 1.14 Suggested Readings 1.1 INTRODUCTION A business develops in course
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Management Control of Project Portfolio Uncertainty: A Managerial Role Perspective Tuomas Korhonen, Cost Management Center (CMC), Department of Industrial Management, Tampere University of Technology, Tampere, Finland Teemu Laine, Cost Management Center (CMC), Department of Industrial Management, Tampere University of Technology, Tampere, Finland Miia Martinsuo, Department of Industrial Management, Tampere University of Technology, Tampere, Finland PAPERS ABSTRACT ■ This article presents
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patience to complete this term paper. Table of contents Content Page number Title page 1 Later of transmitted 2 Acknowledgement 3 Executive summary 5 Message from chairman 5 Introduction 6 Products 7 Designator, job responsibilities, planning 8 Organization structure 9 Level of management 12 Projects 14 Leading strategies 15 Controlling strategies 17 CSR 19 Appendix 21 Bibliography 22 Executive summery Hatil complex limited is an ISO 9001-2008 Certified leading doors and
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IMPLOYEES IN AREAS THAT HAVE BEEN TRADITIONALLY CONSIDERD THE SOLE PREROGATIVE OF MANAGERS MANAGERIAL PREROGATIVES Managerial prerogatives are the discretionary powers left at any moment in the hands of managers. Every act which a manager or his subordinates can lawfully do, without the consent of the worker organization, is done by virtue of this prerogative. Essentially, it is an area of managerial decision-making where managers believe they have exclusive rights to make decisions, and therefore
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5.1 Chapter 5 Managing the organisation: Managerial function, tasks, processes and competences Watson, Organising and Managing Work, 2nd edition © Pearson Education Limited 2006 Slide 5.2 Moving beyond S-C orthodoxy: OM as a Relational Process • Remember in Chapter 1, we discussed that in OM, the center of concerns is ‘management of work”, NOT ‘management of people’ or ‘management of systems’ • The notion of S-C view in managerial work is control, organising, command and managers
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directives into an efficient food production service. They bridge the gap between policies and action, between goal setting and goal attainment. In fulfilling the position of kitchen manager, the Head Chef was empowered to hire and fire, to promote, and to award pay rises, with little accountability to higher authority. But with the appearance of large hotel groups has come a new managerial philosophy based on a growing recognition that chefs must posses flexible attitudes and develop social awareness
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