FACULTY OF EXTERNAL STUDIES DEPARTMENT OF EXTRA-MURAL STUDIES MASTERS IN PROJECT PLANNING AND MANAGEMENT COURSE CODE: LDP 601 COURSE TITLE: FUNDAMENTALS OF MANAGEMENT LECTURER: DR. HARRIET J. KIDOMBO NAME: WAMBUGU SAMUEL MWANGI REG. NUMBER: L50/68096/2011 DATE OF SUBMISSION: 18TH FEBRUARY, 2012 TABLE OF CONTENTS Introduction ………………………………………………………………………………….3 Managerial Roles …………………………………………………………………………….4 Importance of Management to an Organization
Words: 2801 - Pages: 12
resources and goals). Rule of successful management .Difference between management and administration Management definitions: * The process of organizing methods ,manpower and other resources to achieve organizational goals * Is more than art and science Managing is working with and through people to accomplish the objectives of both the organization & its members. * It means art or skills of directing human activities and physical resources in the attainment of predetermined goals.
Words: 12027 - Pages: 49
training of people. It is true that many companies engage in some human resource planning activities, but it is equally true that many of these companies encounter difficulties with a piecemeal approach to staffing. Usually there is little or no integration between human resource planning and other managerial functions such as enterprise planning, organizing, leading, or controlling. Furthermore, human resource planning activities are often not carried out systematically. The purpose of this article
Words: 3750 - Pages: 15
Introduction: Management Control System: Methods of collecting information that are used to guide and direct the behavior of staff members and management in order to achieve a company's goals are Management control systems briefly. A management control system may use a variety of techniques to evaluate various areas to improve performance and productivity. Some areas addressed by management control systems may include accounting methods, employee incentive programs and performance measurement
Words: 1169 - Pages: 5
BEST OF HBR 1990 What Leaders Really Do They don't make plans; they The article reprinted here stands on its don't solve problems; they own, ofcourse, but it can also be seen don't even organize people. as a crucial contribution to a debate that What leaders really do is began in 1977. when Harvard Business prepare organizations for School professor Abraham Zaleznik change and help them cope published an HBR article with the as they struggle through
Words: 4191 - Pages: 17
managers instruct, guide and oversee the performance of the workers to achieve predetermined goals. It is said to be the heart of management process as Planning, organizing, staffing would have no importance if direction function does not take place. Therefore, direction means giving instructions, guiding, and counseling, motivating and leading the staff in an organization towards accomplishment of organizational goals. It is required at all levels of organization. Every manager provides guidance and inspiration
Words: 706 - Pages: 3
Unit 2 The selected organisation is Asda. Asda is one of the world’s most well-known and valuable brands and commands a leading market share in the world’s supermarket business. Asda produces food and general household products and it also has a cafeteria McCafe which produces hot drinks, sweets and snacks. The restaurant employs about 130 people. Its structure is a tall hierarchal structure. On top you find the Head Office which consists of the owner of Asda and the board of directors, after
Words: 1558 - Pages: 7
completed in order to reach the organizational goals and maintain the organizations standards. There are four functions of management that aid a manager in ensuring that the employees achieve the organizations goals. The four functions of management are planning, organizing, leading, and controlling. The four functions of management work together in unison and have a very important role in the achieving success. Planning Planning is setting goals to be obtained and determining in advance
Words: 971 - Pages: 4
theoretical foundation for a managerial educational program based on his experience as a successful managing director of a mining company. In his day, managers had no formal training and he observed that the increasing complexity of organizations would require more professional management. Fayol's legacy is his generic Principles of Management. Of Fayol's six generic activities for industrial undertakings (technical, commercial, financial, security, accounting, managerial), the most important were The
Words: 4818 - Pages: 20
1 1. | Controlling involves the coordination of daily business functions within an organization. True False | 2. | Measuring the performance of managers and subunits is not an objective of managerial accounting. True False | 3. | Middle-level managers would likely be considered internal users of accounting information rather than external users. True False | 4. | A controller is normally involved with preparing financial statements. True False |
Words: 10780 - Pages: 44
