...Principles of Management Communication Karen Brown BUS600 Management Communications with Technology Tools Professor Brian Shaw April 7, 2014 Principles of Management Introduction Management refers to the process of taking control of the surrounding items or the people while management foundations are the building blocks that lead to a strong management venture. Being in a management position means that one is held responsible for all the happenings therefore they need to have expertise and a clear understanding of the principle that lead to a success in management (Baack, 2012). Management Principles Management principles are applied across the board to ensure a smooth running of organizations. All managers with the responsibility of running the daily operations of any company have a number of principles that guide them. These include the process of planning, organizing and directing as well as controlling the tasks in the respective organizations. Planning in management refers to the process of communicating as a manager to employees in prior to take a course of action. The whole process of planning occurs in about all sectors whether it is work related or on individual grounds. It so happens that some individuals may have plans that are more formal as compared to others but the bottom line is that they all have a schedule to guide them towards whatever goals they have set out to achieve (Shanks...
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...Principle of management Exam:06044100 Part A 1. Increasing the diversity in the work place is a requirement to implementing an organization commitment to social responsibility. The main obstacle to implementing socially responsible policies are pressure by financial analysts, and stockholders who push for steady increases per share on a quaterly basis .Action that can be taken towards increase social responsibilities are corporate philanthropy, organization should seek to aid both government agencies and voluntary agencies. Organizations should also reevaluate their long range planning and decision making process so they fully understands the potential social consequences. 2. Departmentalization is grouping jobs into related work units. Departmentalization based on work can be describe by its function, example of this is the engineering manager. Departmentalization based on product is where all the activities needed to produce and market a product are under a single manager. This system allows employees to identify with a particular product and develope (esprit de corps) example of this is producing a chemical .Department based on geography is when an organization maintain physical isolated and independent operations or offices .Example of this is a unit in another city or state .Customer departmentalization is based on division by customer served, an example is having one department to handle retail customer and another to handle wholesale or industrial customers...
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...MANG 200: Principles of Management Final Assessment: Management Report Fall 2012 The Great Place to Work Institute, a global research and management consultancy that recognizes the best workplaces in over 45 countries worldwide, today released its inaugural list of ‘Top Companies to Work for in the UAE’. The official list is a ranking of the nation’s 10 best employers based on the confidential feedback from their staff and an independent culture audit of their HR practices by the Institute. The benchmarking study assesses what companies do on a daily basis to earn and sustain the trust and respect of their people. Two-thirds of a company's score is based on the results of the Institute's proprietary Trust Index survey, which is sent to a random sample of employees from each company. The survey asks questions related to their attitudes about management's credibility, job satisfaction, and workplace camaraderie. The other third of the scoring is based on the company's responses to the Institute's Culture Audit, which includes detailed questions about pay and benefit programs and a series of open-ended questions about hiring, communication, and diversity. UAE-based companies from a wide range of industry sectors participated in the program in 2010. In accordance with the practices of the Great Place to Work Institute, only those companies recognized for their exemplary employee management and engagement processes are recognized on the list of “Top Companies”. A total of 10...
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...MGT301: Principles of Management 2012 The organization which I worked for and am going to focus on is the United States Army Reserve Component Transition Branch. This organization assists Active Duty Soldiers in weighing their options after their initial commitment. “Explore your options and incentives available in the Army National Guard or U. S. Army Reserve.” (USAR 2012) I will discuss how they use strategy to “sell” the United States Army Reserve (USAR). “Managers exist in every business. In fact, managers do the same types of tasks in all businesses. Whether a person manages a hair salon or a factory, the manager’s job consists of similar tasks. Planning, organizing, leading and controlling all serve an important part in achieving management’s vision. Each component is important and one cannot function well without the others.” (USA, 2012) Planning: “Planning enables managers to align resources (labor, input, technology) with company goals and objectives (output, profit). “ (Principles of Management 2012) The first component of managing is planning. A manager must determine what the organizations goals are and how to achieve those goals. Much of this information will come directly from the vision and mission statement for the company. Setting objectives for the goal and following up on the execution of the plan are two critical components of the planning function.” (Reserve, 2012) In the Reserve Component Transition Branch, planning is the essential part of the...
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...PRINCIPLES OF MANAGEMENT lecture notes Document Transcript • 1. UNIT I OVERVIEW OF MANAGEMENT Definition - Management - Role of managers - Evolution of Management thought - Organization and the environmental factors – Trends and Challenges of Management in Global Scenario. 1 • 2. Management - as how the mind controls the human body and its function similar management (mind) controls the various activities ( human body) in the Organisation - Collection of physical equipments, 4 M’s in Organisation – Men, Machine, Materials, Money, and leads to nothing. For efficient and profitable functioning it is necessary that all these factors are put to work in a co- ordinated manner. Management Definition Management is the art of getting things done through others. Harold Koontz Def as “ Management is the process of designing and maintaining an environment in which individuals, working together in groups efficiently to accomplish selected aims” • Managers carry out their managerial function • Applies to any kind of Organisation •Applies to managers at all Organisational levels •Aim is to create a surplus •Concerned with productivity, implies effectiveness and efficiency •Mgt of 4 M’s in the Orgn – Men, Machine, Materials & money Characteristics of Management • Mgt is Universal • Mgt is dynamic • Mgt is a group of managers • Mgt is Purposeful • Mgt is goal oriented • Mgt is integrative Function • Mgt is a Social process • Mgt is a Multi-faceted discipline • Mgt is a continuous process...
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...Introduction Fayol’s 14 principles derive from the circumstance that Fayol felt that management was not well defined. In his striving to change this circumstance he suggested “some generalized teaching of management” to be a main part of every curriculum at places of higher education and even beginning in “primary schools” . Fayol’s dedication to this idea is demonstrated by the fact that after retirement he went on to not just write books about management ideas, but more importantly, he found the Centre For Administrative Studies (CAS) in 1917 in Paris . The CAS mainly functioned as a centre of discussion between professionals from a large variety of professions, in order to further the knowledge and understanding of management principles. Discussion is what Fayol had in mind, when he presented his 14 principles . In Fayol’s own words: “Are they [the principles] to have a place in the management code which is to be built up? General discussion will show”. In the following I will discuss each of his principles under the aspect of a comparison with examples, historic or modern, and in relation to other theoreticians of management, in order to examine how Fayol’s principles hold up as “management code” today. Principle 1: Division of work The idea of division of work, or as Adam Smith called it “division of labour”, in 1776 probably goes back to the beginning of work itself. Fayol recognizes this in considering specialization as part of “the natural order” comparing...
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...PRINCIPLES OF MANAGEMENT SHORT QUESTIONS AND ANSWERS UNIT: I 2 MARKS 1. Define Management. According to KOONTZ & WEIHRICH, “Management is the process of designing and maintaining of an environment in which individuals working together in groups efficiently accomplish selected aims”. “Management is the art of getting things through and with people in formally organized groups”. Ex: Human Resource Management, Financial Management. 2. Is Management - an art or science? Managing as practice is an art; the organized knowledge underlying the practice is a science. Managing has the following features that make it an art. 1. Creative 2. Individual approach 3. Application and dedication 4. Initiative and 5. Intelligence. The following features make it a science. 5. Systematic decision making 6. Universal management process 7. Situational output and 8. Universally accepted management. Thus management can be called both as an art and science. 3. What are the essential skills of Managers? The major skills required or expected out of managers are:Technical skills – Pertaining to knowledge and proficiency in activities involving methods and procedures; Human skills – Ability to work effectively with other persons and to build up cooperative group relations to accomplish organizational objectives; Conceptual skills – Ability to recognize significant elements in a situation; and to understand the relationship among those elements; and Design skills – Ability to...
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...Michelle A. Boyster Management 2210 - Principles of Management Assignment 1 Setting Priorities October 21, 2014 Setting Priorities Analyze each of these situations using the tables that follow the situations, then rank them 1 through 5 with 1 being your highest priority. Situation A Your boss wants you to write a report on the estimated cost or savings of changing all eight incandescent light bulbs in your department to LED bulbs. He wants the report by the end of the year. Time – 2 / Importance to you Manager – 1 / Money – 2 / Performance Effects on Others – 1 / Size of Task – 1 = 7 Situation B Andrea has just come to you. The workstations in his department are all down, meaning virtually no work can be done and he has 3 new workers in training so that isn't happening either. The repair person for the work station is here but cannot start until you authorize payment. Time – 4 / Importance to your Manager – 4 / Money – 3 / Performance Effects on Others – 4 / Size of Task – 1 = 16 Situation C The soap dispensers in the washrooms always clog about two days after they are filled. Time – 3 / Importance to you Manager – 1 / Money – 1 / Performance Effects on Others – 2 / Size of Task – 1 = 8 Situation D The company plan is to start construction of a new building in ten years. Plans for your department/area are needed one year before construction starts and you need written space and equipment needs turned in one year before that. Time – 2 / Importance to...
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...Principle of Management homework Principle of Management The dominant view in management theory and society in general is that managers are directly responsible for an organization’s success or failure; this is the omnipotent prospective view of management. Others have also argued that the organization’s success or failure is due to external forces outside the manager’s control. The six external environment components are demographic, economic, technical, sociocultural, political and legal, and global. It is important that managers understand these components because it poses constraints and challenges to managers. In the 1980’s the U.S economy was growing and tax rates were low, low inflation and low interest rates fueled consumer spending. Individual took risk by investing in the stock market, buying houses, and starting their own business. In 2008 gas price hit $4 plus per gallon, adjustable mortgages adjusted upward with higher monthly payments due, many consumers couldn’t keep up. Continuing advances in technology make-work more efficient and improve available information and communication. Technology is any equipment, tools, or operating methods that are designed to make-work more efficient. Intranet is a private computer network that uses Internet technology and is accessible only to organizational members. It is important for managers to pay attention to demographic trends and shifts because it can prepare a long-term marketing strategy to be ready when the...
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...Notes of: Principles Of Management By: Faheem Ali Khokhar MBA-92 Reg: 1146106 Managerial Roles: A role is an organized set of behaviors. Managers acvt in specific ways when they interact with others in the course of performing the four management functions. Henry Mintzberg (1973) has identified ten Sub roles common to the work of all managers. He argued that all managers take on these patterns , or roles in order to be effective in their jobes. The ten roles are divided into three groups: informational, interpersonal and decisional. Informational Roles: It involves gathering information from inside and outside the organization and communicating it also inside the organizationm and outside the organization while making contacts and building relationships inside and outside the organization. Monitor: Collecting information from organizations, both from inside (staff, employees etc) and outside (customers, competitors, partners, suppliers etc) of the organization. Managers when working within the organization and also outside the organization while meeting with them or communicating with them, he or she gets information, ideas, innovations which is laked by your organization which you don’t know and in this way Manager perform his role as Monitor (scans the whole information) Disseminator : Sharing the outside information to inside the organization for improving performance quality or in any other means. Communicating information to organizational members or transmitting...
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...commitment towards achieving the objectives, forming action plans, monitoring progress as well as maintaining flexibility. Planning is divided into three types which are based on format, hierarchy, and frequency of use. Format based planning includes descriptive, budget and graphics. On the other hand, strategic, tactical and operational plans are plans are based on hierarchy. One time-usage and standing plan are categorised by the frequency of use. Organisational Hierarchy Planning is divided into three types; which is the Strategic Plan, the Tactical Plan, and the Operational Plan. Strategic plans are often carried out by the top-level management of an organisation, whereas tactical plans involve more of the middle-level management, and operational plansare usually implemented by the lower-level management. These three plans are interlinked and dependant one another in order to achieve the goals set by an organisation. In this report, I will discuss and analyse the types of planning that are based on...
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...PRINCIPLES OF MANAGEMENT COURSE TUTORIAL QUESTIONS Instructor: Raza Kamal Updated: 1 Jun 2014 All of these questions will appear in your exams and no other!! Foundation of Management – Chapter 1 Q. 1: What does a manager manage? Why is managing different in the new competitive landscape? Q. 2: What are the four management functions and how do they interrelate? Q.3: Why do managers need conceptual skills? Why are technical and interpersonal skills important? How does the emphasis change as one progress in career? Q. 4: In today’s environment, which is more important to organizations efficiency or effectiveness. Explain your choice? Q. 5 (a): What are the three major roles of a manager? (b): What are the three levels of management? How are the roles being transformed? [ c) How do the changing environmental conditions alter the management and HR priorities. Management History – module Chap 1 Q. 6: What is the difference in management theories presented by Fredrick Taylor and Henry Fayol? Q. 7: What are the major elements in the Classical Management, Behavioral Management, and Quantitative Management perspectives? How are these approaches similar and how are they different? Q. 8: When managers apply the Contingency Theory? Q. 9: Why has Weber’s bureaucracy developed a bad reputation? How can modern managers use bureaucracy management to streamline their organization? Q.10: What were the experiments which were...
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...|| Submitted to: Mahbub BaharSubmitted by: Barbora Babjakova ID: 120140|Subject Name: Management Principles (C6BMO1)Unit of Competency: Provide Leadership across the Organisation (BSBMGT605B)| The mission · Increasing efficiency · Increasing profit and market share · Empowering retail managers · Promoting team work · Improving competitive position You should respond by adopting a new approach to strategy[->0] – one that combines speed[->1], openness, flexibility[->2], and forward-focused thinking[->3]. A company's Organizational Readiness[->4] may drive or inhibit its ability to act upon and implement new ideas[->5] and strategies, and to successfully manage operational, political, cultural[->6] and financial demands that will follow. a climate which encourages innovation and diligence amongst staff and rewards accordingly. Therefore: I. For Customers • providing the highest quality products at competitive prices • Fast, personal customer service • Clean and well maintained facilities II. For Employees • The best combination of compensation, job security, flexibility and support • An atmosphere that fosters teamwork and trust • promoting a leadership style based upon the principles of communication, recognition, consultation, participation, and accountability • The development of their job skills III. For Suppliers • Deal with them with integrity and fairness • Treat them as partners in our operations IV. For Investors • Performance standards and a fair...
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...1.1 Leadership traits A number of traits that appear regularly in leaders include ambition, energy, and the desire to lead, self-confidence, and intelligence. Although certain traits are helpful, these attributes provide no guarantees that a person possessing them is an effective leader. Underlying the trait approach is the assumption that some people are natural leaders and are endowed with certain traits not possessed by other individuals. This research compared successful and unsuccessful leaders to see how they differed in physical characteristics, personality, and ability.http://www.cliffsnotes.com/study_guide/Leadership-Defined.topicArticleId-8944,articleId-8913.html There have some traits of a leader found in general: * Confidence: Leaders are self confident, they do not afraid to take ownership for both popular and unpopular decisions. They must be able to learn from criticisms, and are often acutely aware of their own shortcomings. Confident leaders are able to maintain a calm demeanor even during emergencies, and this can be contagious when it needs to be. http://www.money-zine.com/Career-Development/Leadership-Skill/Leadership-Characteristics/ * Conviction: A strong vision and the willingness to see it through is one of the most important characterizes of leadership. The leader who believes in the mission and works toward it will be an inspiration and a resource to their followers. * Honesty: Another characteristic of leadership that lends itself...
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...Shifting Direction 1. What role do you think goals would play in planning the change in direction for the company? List some goals you think might be important. Goals play a substantial role in an organization’s planning for situations requiring coordination of resources. In this case, the goals for Garmin are driving its direction to form new partnerships in order to remain active in the GPS market. Garmin’s planning should follow the SMART format introduced by Drucker. In addition to being written, have students suggest ways that the goal can meet the qualities of S (specific), M (measurable), A (attainable), R (relevant), and T (time bound). 2. What types of plans would be needed in an industry such as this one? (For instance, long-term or short-term, or both?) Explain why you think these plans would be important. Planning involves defining the organization’s goals, establishing an overall strategy for achieving those goals, and developing a comprehensive set of plans to integrate and coordinate organizational work. Determining a direction for Garmin considering that most cell phones now have GPS function, involves both a long-term and short-term goal. Have students think of short term plans involved relationships with car manufacturers and then long-term plans on product development in other areas. In addressing the importance of these plans, have students think of the possibility of Garmin competing in other markets 3. What contingency factors...
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