...“UNDERSTANDING HUMAN BEHAVIOR AT WORK IS THE SINGLE MOST IMPORTANT REQUIREMENT IN MANAGERIAL SUCCESS” Managers are required to be equipped with certain skills in order to efficiently and effectively manage an organization. One of these is the management of human resources in the organization. It involves the organization of people in an organization for the attainment of its goals and objectives. However, people differ in attitudes, values, personality and behavior. These differences bring about problems in an organization. It is therefore important that managers should understand the behavior of each individual that composes the organization, including their own behavior. Some people even say that this is the single most important requirement that a manager should have in order for him to attain success in management. Does this contention by some people of management success acceptable? People are considered to be the most valuable resource in an organization. They are the ones who carry out and implement the plans set by the organization through its top management. They might work together and cooperate with one another as a group in order to achieve a certain purpose. Also, these people might be given the opportunity to make certain decisions that would control how the organization would acquire and use its available resources. In addition, the differences among the people in the organization in terms of their feelings, attitude and behavior might be a factor as to how...
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...that understanding human behavior is the single most important requirement for managerial success.” Understanding human behavior, while one of the vital components of successfully managing an organization, is not the single most important requirement for managerial success. While it leads to better relationships, better collaboration among staff and other people in the organization, building a team that breeds creativity and productivity, there are other variables within and outside the organization that every manager must be technically equip to deal with. One of the most critical components of course is knowledge and technical skills in planning, organizing and controlling. Managers will be dealing with external factors like market trends, market competition, maintaining and expanding market niche, and even after sales and service issues. Simultaneously, managers will also deal with product designs and quality, cost efficiencies and other financial aspects, productivity, among other things, all requiring great deal of knowledge to make informed decisions. These complex decision areas are consequential to an organization’s success, becoming imperative on managers to possess profound understanding and knowledge of how the whole process works in order to effectively discharge their functions and manage the expectations of customers and achieve the organization’s objectives. Another component and equally critical in managerial success is the ability of the manager to deal...
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...that understanding human behavior is the single most important requirement for managerial success.” Understanding human behavior, while one of the vital components of successfully managing an organization, is not the single most important requirement for managerial success. While it leads to better relationships, better collaboration among staff and other people in the organization, building a team that breeds creativity and productivity, there are other variables within and outside the organization that every manager must be technically equip to deal with. One of the most critical components of course is knowledge and technical skills in planning, organizing and controlling. Managers will be dealing with external factors like market trends, market competition, maintaining and expanding market niche, and even after sales and service issues. Simultaneously, managers will also deal with product designs and quality, cost efficiencies and other financial aspects, productivity, among other things, all requiring great deal of knowledge to make informed decisions. These complex decision areas are consequential to an organization’s success, becoming imperative on managers to possess profound understanding and knowledge of how the whole process works in order to effectively discharge their functions and manage the expectations of customers and achieve the organization’s objectives. Another component and equally critical in managerial success is the ability of the manager to deal with...
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...“Understanding human behavior at work is the single most important requirement for managerial success.” (REACTION PAPER) This statement tells us that in order to achieve managerial success, one must be able understand human behavior at work. Now, the question is, how can such understanding lead to managerial success? Generally, management is defined as getting things done through or with people. From the definition itself, it can be said that people is the main consideration in management. As a matter of fact, not all people behave the same way as you do. This is because of difference in personalities. Personality is the various aspects of a person’s character that makes him or her different from other people. So notably, the main consideration in management is people with different personality. Dealing with people who have different personalities at work is not easy, especially when you have some goals to achieve. Thus, the first thing you must do is to understand how your people act, think, feel, and respond at work. By understanding your people’s behavior, it helps you understand them better and appreciate them more. It allows you to know what drives them and helps you think of them in more positive ways. If you could understand the psychology of how people act at work, it would be easier for you to collaborate with your people in the organization. Additionally, one of the most common management skills includes human skill, which...
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...operations. It integrates organization's processes into a single solution through the centralization of a database of all the functional areas of the business. This system is now applicable not only to the enterprise-sized companies, but also smaller growing businesses and mid-sized established organizations. Most companies have customized systems to fit their desired business goals. ERP remains one of the most preferred solutions for most organizations; however, other alternative systems like SAP are also available with unique features and qualities. Organizations spend a lot on extensive research to improve these systems in an effort to achieve their desired goals (Su, Y-fen & Yang, 2010, 76). However, less has been undertaken to improve ERP to achieve competitive dominance in the market. This essay examines the possible, the possible ways by which a company can effectively use ERP to achieve dominance in the competitive market. The paper also highlights some of the case studies of companies that have proven the capability of ERP to achieve competitive differentiation on situations of similar business processes and availability of alternative technologies. Customization Several studies carried out show that the success of ERP software mainly relies on its ease of modification. The most common types of customization include; strategic customization and consistency customization. Consistency customization is important for ensuring that the business maintains its production...
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...Understanding human behavior, while one of the vital components of successfully managing an organization, is not the single most important requirement for managerial success. While it leads to better relationships, better collaboration among staff and other people in the organization, building a team that breeds creativity and productivity, there are other variables within and outside the organization that every manager must be technically equip to deal with. One of the most critical components of course is knowledge and technical skills in planning, organizing and controlling. Managers will be dealing with external factors like market trends, market competition, maintaining and expanding market niche, and even after sales and service issues. Simultaneously, managers will also deal with product designs and quality, cost efficiencies and other financial aspects, productivity, among other things, all requiring great deal of knowledge to make informed decisions. These complex decision areas are consequential to an organization’s success, becoming imperative on managers to possess profound understanding and knowledge of how the whole process works in order to effectively discharge their functions and manage the expectations of customers and achieve the organization’s objectives. Another component and equally critical in managerial success is the ability of the manager to deal with his own self-esteem and put a self-check mechanism that will level off his satisfaction from the...
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...and managerial concepts like system components and functions, or competitive strategies; (2) information technologies: concepts, developments, or management issues regarding hardware, software, data management, networks, and other technologies; (3) business applications: major uses of IT for business processes, operations, decision making, and strategic/competitive advantage; (4) development processes: how end users and IS specialists develop and implement business/IT solutions to problems and opportunities arising in business; and (5) management challenges: how to effectively and ethically manage the IS function and IT resources to achieve top performance and business value in support of the business strategies of the enterprise. * Business Roles of Information Systems. Information systems perform three vital roles in business firms. Business applications of IS support an organization’s business processes and operations, business decision making, and strategic competitive advantage. Major application categories of information systems include operations support systems, such as transaction processing systems, process control systems, and enterprise collaboration systems, and management support systems, such as management information systems, decision support systems, and executive information systems. Other major categories are expert systems, knowledge management systems, strategic information systems, and functional business systems. However, in the real world most application...
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...in-group bias and personal opinions to inform decision-making. The individual most responsible for this failure is SMS’s Director of Product Management, Lisa Walters. If some of the practices outlined in the Pfeffer and Veiga article, “Putting people first for organizational success”, had been put into practice by SMS, then this problem may have been avoided. - “The idea of providing employment security in today’s competitive world seems somehow anachronistic or impossible and very much at odds with what most firms seem to be doing. But employment security is fundamental to the implementation of most other high performance management practices”. (Pfeffer & Veiga) - “Obviously, successful firms can afford to pay more, and frequently do so, but high pay can often produce economic success”. (Pfeffer & Veiga) - “Training is an essential component of high performance work systems because these systems rely on frontline employee skill and initiative to identify and resolve problems, to initiate changes in work methods, and to take responsibility for quality”. (Pfeffer & Veiga) Clearly SMS has a single-minded desire for “A Players”. This view is very limited and short sighted. As we learn from Thomas J. Delong and Vineeta Vijayaraghavan in their article, “Lets hear it for the B Players”, a company can not survive if it is solely comprised of “A Players”. - “Companies are routinely blinded to the important role B players serve in saving organizations from themselves. They counterbalance...
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...MANAGING BUSINESS RELATIONSHIPS 1. Introduction 1.1. General issues about the reviewed book………………………………………... 3 1.2. Purpose and structure of this essay……………………………………………... 3 2. Summaries of the chapters of the book 1. 2.3. Summary of the chapter 1: IMP and the Interaction Approach..................... 4 2.4. Summary of the chapter 2: The manager and the Network............................ 6 2.5. Summary of the chapter 3: The Manager and the Relationship.................... 9 2.6. Summary of the chapter 4: Relationship with Customers.............................. 12 2.7. Summary of the chapter 5: Relationships with Suppliers............................... 13 2.8. Summary of the chapter 6: Distribution Business Networks.......................... 15 2.9. Summary of the chapter 7: Technology and Business Networks................... 16 2.10. Summary of the chapter 8: Managing in Networks........................................ 19 2.11. Summary of the chapter 9: SO WHAT DOES IT ALL MEAN?.................. 20 * 3. Assessment of the value of the book………………... 23 1. Introduction 1.1. General issues about the reviewed book. This book named Managing Business Relationships was written by David Ford (University of Bath in the UK), Lars-Erik Gadde (Charlmers University of Technology in Sweden), Hakan Hakansson (Nordic School of Management in Norway)...
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...Management: According to Susan M. Heathfield, this is in short referred as HRM. It is responsible for the personnel’s hiring, managing, directing workforce in the association. Sometimes line managers in the organization tend to perform HR Management. Payment, appointing, recital supervision, improvement of the association, security, wellness, remunerations, rousing the worker, communication, management, and instruction etc are to be performed by the Human Resource Management in the Organization. According to Civil Service Branch, December 1995, the success of any organization is fairly based on the HR as it is responsible for the in-taking of the suitable staff, training etc. A HRM is an organization’s deep-routed undertaking of the task depending on the requirement. It is responsible for ingestion of the personnel; develop along with supervising the workforce and present preeminent capability to improve the organization. Their most important task is to manage the personnel and they give out their effort with a better patron renovate and recital oriented ethnicity through prominence staff administration constantly. HRM proposes for a better supervision for inhabitant’s efficiently for recital through projected loom which helps them to get provoked, grow and handle for better servicing to the organization to reach the aim that ascertains a more unwrapped, supple and compassionate executive approach towards its personnel. Following are the job performed by Human Resource Management...
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...Material handling 1.1 Introduction The section below will represent the techniques that are being used for handling inventories, putting orders and outsourcing the finished goods within the Giant factory positioned in Lelystad. The managerial processes within the company are aimed at the very best way in which inventory levels can be handled in order to minimize cost, ensure an on time production and provide the highest possible quality to the customers. The successful handling of those processes is assured by the use of the so – called software Microsoft Axapta. With the help of the use of this software program the management can assure a smooth work flow within the assembly factory and provide the best services possible. The paragraphs below contain vital information containing the basic approaches of the management to the processes of material handling. Those processes are summarized by points such as material purchase planning, inventory decisions and finished goods outsourcing. 1.2 Basic managerial approach to inventories The main goal of the processes of inventory management is to keep inventories at such levels that there is no an overstock of raw material within the warehouses of the assembly factories and at the same time to make sure that there is no lack of such at any point of time. The assembly factory of Giant which is under discussion is aimed at keeping as low as possible levels of the different parts that are needed for the creation a of the bike. This means...
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...Table of Contents: Executive Summary Page 2 Directional Leadership and Managerial Transitioning at Motown Page 5 Problem Statement Page 6 Data Analysis Page 6 Early Management of Motown Page 6 Passing the Baton Page 8 Key Decision Criteria Page 9 Alternative Analysis Page 9 Recommendation Page 10 Action and Implementation Page 10 Exhibits Page 11 EXECUTIVE SUMMARY Suzanne de Passé at Motown Productions clearly represents corporate achievement, diversification and the many facets and correlations between Management and Leadership and how they should be applied in the corporate/business sector; a major determinant being the canny ability of managers to alter their leadership style as a situation dictates. Renowned producer, president, record and film Executive, Suzanne de Passé is credited as being the ingenious power source behind the rapid growth of the Motown industry headed by Berry Gordy. Gordy gave Suzanne free reign to develop the brand, which she was able to successfully diversify from a single music production to motion picture and film. The aforesaid did not successfully evolve without its distractions, as initially the task seemed overwhelming. The question in the mind-set of the detractors was, “how will de Passé be able to steer this acclaimed company into a new era of diversification and rapid growth without losing the Motown mystique?” The problem statement...
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...Management Information is an essential tool for managers in the retention, recruitment, utilization and evaluation of human resources in health services organizations. Since they support the goals and objectives of the organization, information systems play an important role in planning and management of human resources. These systems will serve as an important personnel administration operational programs, including employee record keeping, budget control, compensation, benefits management, and government reporting. This paper will discuss the project plan overview of human resources information systems (HRISs) and their strategic and operational use in a health care organization. Certain topics include: Role and functions of a HRIS for human resources management Relationship of a HRIS to other information systems Process of planning, developing, and implementing a HRIS Implications of effective HRIS utilization for health services managers Managing human resources effectively requires information from several sources. Computer technology enables hospitals and other health care organizatoin to combine human resources into a single database that can be used to support multiple personnel and managerial functions. A human resources information system (HRIS) is the integration of software, hardware, support functions and system policies and procedures into an automated process designed to support the strategic and operational activities of the human resources department...
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...Management Information is an essential tool for managers in the retention, recruitment, utilization and evaluation of human resources in health services organizations. Since they support the goals and objectives of the organization, information systems play an important role in planning and management of human resources. These systems will serve as an important personnel administration operational programs, including employee record keeping, budget control, compensation, benefits management, and government reporting. This paper will discuss the project plan overview of human resources information systems (HRISs) and their strategic and operational use in a health care organization. Certain topics include: Role and functions of a HRIS for human resources management Relationship of a HRIS to other information systems Process of planning, developing, and implementing a HRIS Implications of effective HRIS utilization for health services managers Managing human resources effectively requires information from several sources. Computer technology enables hospitals and other health care organizatoin to combine human resources into a single database that can be used to support multiple personnel and managerial functions. A human resources information system (HRIS) is the integration of software, hardware, support functions and system policies and procedures into an automated process designed to support the strategic and operational activities of the human resources department...
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...R1 Planning is the process by which the manager establishes goals and identifies work plans leading to their realization. An analysis of the progress that the company made, the resources at its disposal, and its current situation and goals to achieve, all constitute the basis of planning. Besides the main dimension that is the time, planning takes shape according to its other dimensions that are the scope of the project objectives, the resources, the manner and the way, and possible obstacles: * Analysis of the opportunities, dangers, and the strengths and weaknesses of the company as well; Direction of the company; * Consideration of options and choose the appropriate strategy; * Establishing links between strategies, on the one hand, and operational plans, policies and budgets; * Preparation of detailed plans; * Analysis of plans to achieve the objectives. The second function of management, organizing, is to define the composition of the working groups and coordinate their activities. It involves the creation of organizational links that help individuals and groups to work together to achieve common goals. This step is essential as a management function, while the managers define the powers and responsibilities, then divide them between individuals. Not only degree of subordination is established, but also the responsibilities and accountability. * Choose the appropriate means and methods; * Identify needs for human and material resources; ...
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