...your answer with reference appropriate theory and practice. Management is the act of coordinating the efforts of people in certain organizations to accomplish desired goals and objectives using available resources efficiently and effectively. However, management and business are often said to be the same. That statement is wrong, according to Needle, business is an non-profit organization, whereas management is refer to profit-seeking organizations. On the other words, a management concept is more wide-ranging than a business concept. There are two distinct parts to management, first is managing the process. Managers are the ones who need to forecast what will happen next, and they need to plan what they need to do next to avoid loss and disadvantages, also to achieve their goals. Secondly, managers are required to manage the people, comprising leadership and motivation, for example, motivate the workers by providing cafeteria in the company. According to Mary Parker Follet, management is the art of getting things done through people. “The definition of management is therefore that is an economic organ, indeed the specifically economic organ of an industrial society. Every act, every decision, every deliberation of management has as its first dimension an economic dimension.” – Peter F Drucker. According to Drucker, management has three basic economic functions, they are: managing a business, managing managers and managing worker and work. To create a customer ad to make...
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...2000 2:43 PM Chapter 2 Basic Skills for Project Managers Be not afraid of greatness; some are born great; some achieve greatness—others have greatness thrust upon them. William Shakespeare Twelfth Night Introduction Before now, we had discussed project management in the broad sense, that is, from the perspective that any type of project—industrial assembly line, new construction, or technology implementation— operated by the same sets of rules and processes. For the remainder of this book, we focus on the last type of project and its leader—the IT project manager. Project managers are a very special breed of people. They are in much demand and will be increasingly so as the need for effective technologists continues to soar. Good technology project managers are trained, not born. They develop skills through experience and education. They become better project managers each time they successfully deliver a project. They learn new techniques and apply them on their projects. They learn lessons—sometimes the hard way—to be better managers in the future. 13 13_26_ch02.fm Page 14 Friday, September 8, 2000 2:43 PM What Does a Project Manager Do? Briefly, technology project managers fulfill the following broad requirements: ● ● ● ● ● ● ● ● Define and review the business case and requirements by regular reviews and controls to ensure that the client receives the system that he or she wants and needs. Initiate and plan the project...
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...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...
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...Fundamentals of Management General Introduction..........................................................................................................3 An Introduction to Management .......................................................................................4 Kinds of Managers ...........................................................................................................4 Levels of Management.............................................................................................................. 4 Areas of Management ......................................................................................................5 Basic Management Functions ..........................................................................................5 Planning and Decision Making ................................................................................................. 5 Organizing............................................................................................................................. 6 Leading ................................................................................................................................. 6 Controlling ............................................................................................................................. 6 Fundamental Management Skills .....................................................................................6 Technical Skills .............................
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...Instructor: Dr. Edward Sherbert Webster University November 17, 2013 How does global competition impact management activities? According to the Business Dictionary, “Global Competition is the existence of competing organizations that serve international customers. Access to global customers has increased through enhanced communications, improved shipping channels, reduction of barriers, and centralized finance authorities.” (Global Competition, 2013) In today’s marketplace, global competition is imperative as companies strive to remain economically front-runners. The growth and need of the products and/or services or even the need of supply and demand must be consistent and sustainable in order for companies to remain competitive. With the needs in the global marketplace, companies must be aligned with solid, effective management. Management, that is equipped with the knowledge base and clear understanding of both the market, internationally, and the importance of mobilizing their employees without any cause for interruption to the business. With the increased technological developments in communication and transportation, has increased management ability to facilitate and do business just about anywhere and at any time. “Globalization has changed the face of the workforce. Management in this new competitive landscape will need to attract and effectively manage a talent pool from all over the globe.” (Bateman & Snell, 2012) Toyota Tsusho America, a partnering company to Toyota...
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...organization that managers should understand. Employees that are positively motivated will have higher levels of productivity; whereas employees with lower levels of motivation and job satisfaction may produce less. “Motivation can be achieved through various means, including equality, positive reinforcement, discipline and punishment among others” (Smith, 2010). Managers should be aware of their employees’ needs in order to fulfill them. There are some motivational theories that can help managers identify needs and how to motivate their employees effectively. Some of these motivational theories are based on employee drives, others are based on employee needs, and others are based on behavior. However, the major source of motivation is reward systems. Employees can be rewarded in many ways; some include incentives that are linked with performance, wage incentives, profit sharing, gain sharing, and skill-base pay. Work motivation is defined by Newstrom (2011) as “the result of a set of internal and external forces that cause an employee to choose an appropriate course of action and engage in certain behaviors.” The motivation and the behavior are expected to be positive and towards achieving organizational goals; managers should be interested in three elements of the behavior: the direction, level of effort, and persistence of the behavior (Newstrom, 2011). To make and maintain employees motivated managers should pay attention and be aware of the needs and drives of the employees...
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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 a...
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...a student of BBA department, I have to learn about the Organizational Environment of any existing company. That’s why I have decided to analysis on Bata, the renowned footwear manufacturing company in the world. 1.2. Objectives * To improve our knowledge * To make us experienced * To develop our skill. * To provide brief information about our analysis 1.3. Scope * Our time was short * We are not experienced * Lacking of available information & data * Lacking of available reference 1.4. Methodology To organize this report I selected both major & secondary data. This report has been prepared by preserving following steps. * We collected a lot of information from the external reports and internet. * Then we take help from our teachers and students of previous batches. 1.5. Limitation I have got around two months to create this term paper. It’s quite short time to make a term paper on Organizational Environment of a company. 2.Company Profile 2.1. Bata Bata Shoes is a large, family-owned shoe company established in Zlín, modern-day Czech Republic and currently headquartered in Lausanne, Switzerland. Bata operates three business units worldwide – Bata Metro Markets, Bata Emerging Markets and Bata Branded Business. It has a retail presence in over 70 countries and production facilities in 27 countries. In its history the company has sold more than 14 billion pairs of shoes. 2.2. History of Bata The company was founded in 1894...
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...organization that managers should understand. Employees that are positively motivated will have higher levels of productivity; whereas employees with lower levels of motivation and job satisfaction may produce less. “Motivation can be achieved through various means, including equality, positive reinforcement, discipline and punishment among others” (Smith, 2010). Managers should be aware of their employees’ needs in order to fulfill them. There are some motivational theories that can help managers identify needs and how to motivate their employees effectively. Some of these motivational theories are based on employee drives, others are based on employee needs, and others are based on behavior. However, the major source of motivation is reward systems. Employees can be rewarded in many ways; some include incentives that are linked with performance, wage incentives, profit sharing, gain sharing, and skill-base pay. Work motivation is defined by Newstrom (2011) as “the result of a set of internal and external forces that cause an employee to choose an appropriate course of action and engage in certain behaviors.” The motivation and the behavior are expected to be positive and towards achieving organizational goals; managers should be interested in three elements of the behavior: the direction, level of effort, and persistence of the behavior (Newstrom, 2011). To make and maintain employees motivated managers should pay attention and be aware of the needs and drives of the employees...
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...APR 2008 PARTC QUESTION 1 Briefly discuss any three (3) benefits of planning in organization. Benefits of planning: 1. For better coordination • Planning provides a foundationfor the coordination of a broad range of organizational activities. • A plan helps to define the responsibilities of individuals and work groups and helps coordinate their activities. 2. Focus on forward thinking • The planning function forces managers to think ahead and consider resource needs and potential opportunities or threats that the organization may face in the future. 3. Participatory work environment • Successful planning requires the participation of a wide range of organizational members. • The organization benefits by having access to a broad base of experience and knowledge in the planning process. • Organizational members are more likely to “buy in” to a plan that they have helped develop. (6 marks) PART D QUESTION 1 Decision making is the process through which managers and leaders identify and resolve problems and capitalize on opportunities. a) What are the conditions in decision making? Conditions under Decision Making: a) Certainty – situation in which a decision maker can make accurate decisions because the outcome of every alternative is known. b) Risk – condition in which a decision maker is able to estimate the likelihood of certain outcomes. c)...
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...Effective Managers The skills required to become an Effective Manager Wayne A. Gould Saint Leo University MBA-525-MBOL2 Professional Development Dr. Bruce Hammond June 17, 2012 Abstract The managerial smorgasbord is riddled with a number of skill sets that could be deemed essential to effective management. The research suggests that the modern manger must be an effective communicator capable of delivering a clear and concise message to its intended recipient free of distortion. In addition, to effective communication, a good manager must be a strong motivator. Motivation demands that an effective manager has the skill to move an employee from point A to point B free of coercion or fear. These skill sets must be aligned within a framework of flexibility which is necessary to address a changing workforce demographics and and an adaptive workforce paradigm which is always shifting. Paper The general consensus is that effective managers must possess a series of skills that are fundamental to managerial successes and depending on applications; these skills will also determine a good manager from a not so successful candidate. The smorgasbord of skills set necessary for a successful manager is not universally agreed upon. For example, many observers of management practices gives heavy weight to technical expertise while detractors of this belief...
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...Chapter 1 Management and the Arts Jacob Ongsiaco Arts and Entertainment Management MGT 235- CRN 22019 Management and the Arts The first chapter of Management and the Arts introduces the Arts and Entertainment industry and how to create art to connect to the community successfully. The chapter also gives and introduction to the different classification systems that are used to organize business concepts in the creative industry. Students enrolled in the Arts and Entertainment course can relate to this summary because of the mutual interest of the specific Management industry of Arts and Entertainment. It is very important to learn and retain a basic overview of the field of study students enter before going into specific details. William J Byrnes’ makes his primary point very clear of how important the introduction is of concepts work together to create what the Arts and Entertainment industry entails, and the process of management and skills required to be a successful arts manager is for a successful career. This paper will elaborate on opportunities for arts managers, the management process, and the levels and types of managers Byrnes’ discusses in his introductory chapter. Opportunities for Arts Managers In the world of Arts and Entertainment management, business is so big and demanding. There is opportunity in every type of job level. Hard-working and effective leaders and managers with the required skills are needed in thousands of arts organizations...
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...are the four basic functions that make up the management process? How are they related to one another? The four basic functions of the management process are planning and decision making, organizing, leading and controlling. Managers utilize all of these processes to achieve the goals of their organization. 2. What are the four basic activities that make up the management process? How are they related to one another? The basic activities that make up the management process include setting goals and determining how to best achieve these goals. Once a manager has set these goals they must determine the necessary resources to carry them out. Leadership and motivation are a vital element as well as controlling the activities to meet the goals. 3. Identify several of the important skills that help managers succeed. Give an example of each. Technical skills are necessary for managers so that he or she can understand the type of work that is done in their organizations. Managers must also possess good interpersonal skills which are the ability to listen to a subordinate as well as convey ideas of the company. This skill might also be helpful in motivating individuals. Time management is also an important skill for managers. Effective managers can prioritize work load, make sure it is done in the most efficient manner as well as delegate specific duties. 4. Briefly describe the principles of scientific management and administrative management. What assumptions...
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...This essay begins with a brief description of the Manager interviewed and his work. Thereafter, the utilisation of Mintzbergs Management Roles (in particular, Interpersonal Roles) by the Manager will be discussed. Analysis of the relevance of the Organisational Behaviour Approach will then be done using Maslows Hierearchy of Needs Theory and McGregors Theory X and Y, linked to Katz’s Management Skills. The essay concludes that the Manager makes use of Mintzbergs Interpersonal Roles AND Katz’z Management Skills in his work – with greater use of the Leader Role and Human Skills respectively. This evaluation of the management theories in relation to the manager’s work is supported and analyzed using texts from academic books and journals. DESCRIPTION OF THE MANAGER AND IDENTIFICATION OF HIS WORK A Manager is a person ‘responsible for working with and through others to achieve objectives by influencing people and systems in a changing environment’ (Bloisi, Cook and Hunsaker, 2003, p.50). The Manager interviewed in this study, Mr. R, is a Middle Manager (Manager - Student Community Services) of a private Australian-based Multinational Organization (Monash University Sunway Campus) in the Service sector. The Organisation currently employs over 100 people and was founded in 1998. Mr. R plays a significant role in the Administrative department and he finds the job enjoyable and challenging. Manager R is responsible for managing all important aspects of the Student Community at Monash...
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...THE DEVELOPMENT OF MANAGEMENT THOUGHTS Basic Approaches of Organisational Behavior An Interdisciplinary Approach: It is integrating many disciplines. It integrates social sciences and other disciplines that can contribute to the Organizational Behavior. It draws from these disciplines any ideas that will improve the relationships between people and organization. Its interdisciplinary nature is similar to that of medicine, which applies physical, biological and social science into a workable medical practice. Organizations must have people, and people working toward goals must have organizations, so it is desirable to treat the two as a working unit. Scientific Management Approach: The fundamental concern of the scientific management school was to increase the efficiency of the worker basically through good job design and appropriate training of the workers. Taylor is the father of the scientific management movement and he developed many ides to increase organizational efficiency. Taylor showed that through proper job design, worker selection, employee training and incentives, productivity can be increased. The scientific management school advocated that efficiency can be attainted by finding the right methods to get the job done, through specialization on the job, by planning and scheduling, by using standard operating mechanisms, establishing standard times to do the job, by proper selection and training of personnel and through wage incentives. A Human Resources...
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