...It is true that every successful organization has an effective management system to solve specific issues in urgent situation and it helps employees improve their performance to contribute more profits to organizations (Guest & David E, 1997). Thus, effective management needs complex cognitive skills to achieve success such as powerful leadership skills, communication skills and highly technical systems (Carnevale & Desrochers, 1999). However, according to Hartley (2000), formal learning only has a heavy implementation on theoretical acknowledge but keep pace with the constant change in current workplace. As a result of that, informal learning becomes thus important in the work environment (Enos, Kehrhahn & Bell, 2003). Managers are seemed as the basic components of organization, especially the first-line managers (FLMs). The characteristic of FLM has been defined as the basic line managers at the operational level who are a significant connection during management and employees (Malmqvist M., 2008).However, it is not easy for HRD practitioners to design effective activities into management development programs which properly fit FLM’s requirement and improve their working performance. “Observing colleagues’ behavior had been particularly useful in helping people develops their own personal skill” (Cheetham & Chivers, 2001). It is a truth that FLMs might lack of management competencies. Although employees have been promoted as FLMs, it does not change their skills and...
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...Principles of Management – MGT503 MANAGERIAL LEVELS AND SKILLS VU Lesson 2.5 Level of Managers in an Organization: Top Managers Middle Mangers First-Line Managers Non-managerial Employees First-line managers (or first-line supervisors) are those managers having the least authority and are at the lowest level in the hierarchy of the organization. First-line managers are at the lowest level of management and manage the work of non-managerial individuals who are involved with the production or creation of the organization’s products. They’re often called supervisors but may also be called line managers, office managers, or even foremen. They are directly responsible for the work of operating (nonmanagerial) employees. a. Titles often include the term, “supervisor.” b. Factors changing the jobs of first-line managers include emphasis upon worker participation and teamwork and the use of computers to regulate many activities formerly regulated by first-line managers. c. The jobs of first-line managers are likely to change toward a greater emphasis on dealing with internal human relations. Middle-level managers are those managers beneath the top-levels of the hierarchy and directly supervise other managers below them. It includes all levels of management between the first-line level and the top level of the organization. These managers manage the work of first-line managers and may have titles such as department head, project leader, plant managers, or division manager. a. Typical...
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...Analysing the manager's role in initiating and / or maintaining service quality, in a chose health care setting for a chosen service user group. Service line management is one of the most common ways in which modern health care services are defined and delivered, but "there remains a lack of consensus regarding the best way in which service line management should be designed and delivered" (Berry & Seltman, 2008, p.93). In general, service line management is taken to mean "the way in which different disciplines are organised in order to provide an integrated system of service (or output) delivery" (Schermerhorn, 2006, p.19). For the manager, this means focusing on three core areas: procedures and interventions; disease management; and care for specific sections of the popular such as children, the elderly etc. The manager's role in initiating and maintaining service quality in respect of service line management is therefore focused on finding ways to manage specific disciplines, and then also ways in which these can be drawn together and fully integrated. This essay will consider the manager's role in initiating and maintaining service quality in terms of service line management for a user group comprising elderly patients. The essay considers key theories in relation to service line management, looks at the gaps between theory and practice, considers ways in which improvements can be made to current approaches, and presents a series of recommendations regarding ways in which...
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...The waiting line or queue management is a critical part of service industry. It deals with issue of treatment of customers in sense reduce wait time and improvement of service. Queue management deals with cases where the customer arrival is random; therefore, service rendered to them is also random. A service organization can reduce cost and thus improve profitability by efficient queue management. A cost is associated with customer waiting in line and there is cost associated with adding new counters to reduce service time. Queue management looks to address this trade off and offer solutions to management. Queuing System To solve problems related to queue management it is important to understand characteristics of the queue. Some common queue situations are waiting in line for service in super-market or banks, waiting for results from computer and waiting in line for bus or commuter rail. General premise of queue theory is that there are limited resources for a given population of customers and addition of a new service line will increase the cost aspect to the business. A typical queue system has the following: Arrival Process: As the name suggests an arrival process look at different components of customer arrival. Customer arrival could in single, batch or bulk, arrival as distribution of time, arrival in finite population or infinite population. Service Mechanism: this looks at available resources for customer service, queue structure to avail the service and...
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...60% of the products are logs in high quality, they’re sent to packaging department directly and the rest 40% are in lower quality and needs further improvement and refinement, so they’re sent to planing department for further works. The management of this company has many hidden problem which leads to the decline of the rating of this company, loss of its sales and customers, as well as the problem of over-stockpile of its products. The first problem I discovered is that every department in this company has two supervisors on operation, but packaging department doesn’t have. As we all know there are four levels of management, top managers, middle managers, first-line managers and non-managers. Based on the information of textbook (Management A Competency – Based Approach, 2002), first-line managers are directly responsible for the production of goods or services. A production supervisor belongs to this group. This level of management is the link between the operations of each department and the rest of the organization. First-line managers in most companies spend little time with higher management or with people from other organizations. Most of their time is spent with the people who they supervise and with other first-line managers. First-line managers often lead hectic work lives full of pressure and having little glamour, but it plays an important role in the whole organization,...
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...Instructor's Manual to accompany PROJECT MANAGEMENT A SYSTEMS APPROACH to PLANNING, SCHEDULING, and CONTROLLING TENTH EDITION HAROLD KERZNER, PH.D. John Wiley & Sons, Inc. Table of Contents PART ONE: Solutions to Chapter Problems Chapter 1-Problems Chapter 2-Problems Chapter 3-Problems Chapter 4-Problems Chapter 5-Problems Chapter 6-Problems Chapter 7-Problems Chapter 8-Problems Chapter 9-Problems Chapter 10-Problems Chapter 11-Problems Chapter 12-Problems Chapter 13-Problems Chapter 14-Problems Chapter 15-Problems Chapter 17-Problems Chapter 18-Prob1ems PART TWO: Solutions to Case Studies Clark Faucet Company Kombs Engineering Williams Machine Tool Company Wynn Computer Equipment (WCE) Reluctant Workers Hyten Corporation Macon, Inc. Continental Computer Corporation Goshe Corporation Acorn Industries MIS Project Management at First National Bank Cordova Research Group Cortez Plastics Phil Condit and the Boeing 777 Teaching Note AMP of Canada (B) Case Study AMP of Canada (C) Case Study AMP of Canada (A) Teaching Note AMP of Canada (B) Teaching Note AMP of Canada (C) Teaching Note Riverview Children’s Hospital Teaching Note Como Tool and Die (A) Como Tool and Die (B) Apache Metals, Inc. Haller Speciality Manufacturing An International Project Manager’s Day (B) Case Study An International Project Manager’s Day (C) Case Study An International Project Manager’s Day (D) Case Study Hazelton International Limited...
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...three level of organization, the first line managers, middle managers and top managers. Managers are responsible for the planning, organizing, leading and controlling of the organization. Non-managerial employees are those employees who work directly in the production of organizations product or service, and deals with organizations customers. Non managerial employees are found in the lowest level of the organization. They do not have any one reporting to them. b) Describe how to classify managers in an organization. In a traditionally cultured structure where more employees are found in the lower level than the upper levels, managers are classified in to three categories. First-line managers are the lowest level managers found in an organization. They are responsible for the coordinating and overseeing the work of the non-managerial employees who work directly in the producing of organizational products or service. First-line managers require more technical skills compared to the other two level of managers, as well as good human skills to motivate the employees and resolve conflicts between the work groups. First-line managers carry the titles similar to team manager, department managers and supervisors. Middle-managers are responsible for managing the work of first line managers. They are found between the lowest level and the top level of management in the organization. Middle-managers acts as a middlemen between lower level management by giving directions and controlling...
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...DB Forum 3: Chapters Three through Five Dominic Bagley, Marieli Colon Padilla, James Engstrand, Charleeta Latham, Kemakolam Ohale, Deidre Wilson Liberty University BUSI 600 Dr. Shawna Wentlandt September 6, 2014 Forum 3 Management Setting Concepts, Constructs and Operational Definitions (3.3) Cooper and Schindler (2014), articulate that research requires the exploration of various questions in order to organize, understand, explain and forecast phenomena. These research inquiries must be guided through agreed upon definitions of the questions used to build the research product. These questions contain or use concepts, constructs and definitions (Cooper et al, 2014, p.50). A concept provides a common method for communicating information; it is a group of meanings and characteristics that impact events, objects, conditions, situations and behaviors (Cooper et al, 2014). Constructs are often abstract concepts; in fact concepts and constructs are easily mistaken. A construct is created by pairing less complex, more hardened concepts which provide a defined image or abstract idea enabling the researcher to organize the theory building purpose (Cooper et al, 2014). In research, definitions of concepts must be clearly defined by all parties involved in conducting the research. This will safeguard the integrity of the research. Without this synchronized understanding of definitions the output of the research will be damaged. Definitions in research...
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...Kaleb Sturm will be working in the strategic planning department (Mindedge, 2014). Kaleb learn on his first day of work the details of his job assignment at Shuzworld Inc. The company has some operational shortfalls that need addressed in its manufacturing plants in China. Kaleb learns from his boss Cynthia Crowninshield that she expects him to use sound management principles and decision analysis tools to make sense of what the best options are to improve operations in China. Kaleb learns that the CEO Edward Crowninshield will support any changes that the strategic planning department wants to make to improve operations as long as the decisions are backed up with logic and numbers. After a two week orientations at corporate headquarters Kaleb is off for his fist assignment at the Shuzworld Inc main plant in Shanghai (Mindedge, 2014). Part A: Improvement recommendations for workflow in Shuzworld plant. Upon arrival at the Shuzworld main plant in Shanghai Kaleb is greeted by Alistair Wu, the operating director of all three plants in China and Catherine Pang one of the line managers at the manufacturing facility. Alistair and Catherine are concerned that there assembly line manufacturing steel toed boots is not operating as efficiently, as it could and would like Kaleb to begin his analysis with this line. Kaleb has been provided the detail shown below of the assembly line...
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...managers, or top managers, are also called senior management or executives. These individuals are at the top one or two levels in an organization, and hold titles such as: Chief Executive Officer (CEO), Chief Financial Officer (CFO), Chief Operational Officer (COO), Chief Information Officer (CIO), Chairperson of the Board, President, Vice president, Corporate head. 1.) RESPONSIBILITIES Often, a set of these managers will constitute the top management team, which is composed of the CEO, the COO, and other department heads. Top-level managers make decisions affecting the entirety of the firm. Top managers do not direct the day-to-day activities of the firm; rather, they set goals for the organization and direct the company to achieve them. Top managers are ultimately responsible for the performance of the organization, and often, these managers have very visible jobs. 2.) NEEDED SKILLS: Conceptual Human Relations Administrative Decision Making Communication |MIDDLE-LEVEL MANAGERS Middle-level managers, or middle managers, are those in the levels below top managers. Middle managers' job titles include: General manager, Plant manager, Regional manager, and Divisional manager. 1.) RESPONSIBILITIES Middle-level managers are responsible for carrying out the goals set by top management. They do so by setting goals for their departments and other business units. Middle managers can motivate and assist first-line managers to achieve business objectives. Middle...
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...Types Of Managers �The managerial functions must be performed by anyone who manages any type of organized activity. With the basic understanding of management, defining the term manager becomes relative simple. According to Ricky W. Griffin definition of manager is as follows: " A manager is someone whose primary activities are a part of the management process. In particular, a� manager is someone who plans, organizes, leads, and controls human, financial, physical, and information resources." �The success or failure of an organization depends heavily on the ability of its managers to perform these tasks effectively. Managers can be classified in two ways: by their level within the organization and by the scope of their responsibilities. Levels Of Management Most people think of three basic levels of management:top, middle, and first-line managers. Top managers are responsible for the overall direction and operations of an organization. Particularly, they are responsible for setting organizational goals, defining strategies for achieving them, monitoring and implementing the external environment, decisions that affect entire organization. They have such titles as chief executive officer (CEO), president, chairman, division president, and executive vice-president. Managers in these positions are responsible for interacting with representatives of the external environment (e.g., important customers, financial institutions, and governmental figures) and establishing...
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...The importance of the Human Resource Department by Ng Hui Chen, GSM Employee is one of the most important assets of a company as they have significant influential power to the success of a company. Therefore, effective and efficient human resource management is crucial to every organization. However, the emergence of the centralized Human Resource Department (HRD) has created conflicts on whether the responsibility of human resource management should lie on line managers or HRD. The debate about the roles of line managers and centralized HRD in human resource management has been ongoing since couple of years ago (Hutchinson and Purcell, 2003). In my opinion, HRD remains as one of the important role within an organization despite the need for all line managers to adopt certain functions of human resources. Human resources management functions the best when the line managers and centralized HRD work hand in hands. The rationale of this idea will be discussed in the later part of this article. First of all, we should take a look of the core functions of human resource management irrespective of whether it is the responsibility of HRD or line managers. Generally, human resource management can be classified into three main functions: i) Recruiting In this stage, the major task is to recruit and select the best talents with necessary knowledge and skills to assist the company to achieve its goals. HR practitioner should perform thorough job analysis in order to gain deeper...
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...What is Management? Management is the process of achieving organizational objectives through people and other resources. On the other hand we can say, management is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. The manager’s job is to combine human and technical resources in the best way possible to achieve the company’s goals. The concept of management has acquired special significance in the present competitive and complex business world. Efficient and purposeful management is absolutely essential for the survival of a business unit. Management concept is comprehensive and covers all aspects of business. In simple words, management means utilizing available resources in the best possible manner and also for achieving well defined objectives. It is a distinct and dynamic process involving use of different resources for achieving well defined objectives. It is the end result of inputs and is available through efficient management process. The term management is used extensively in business. It is the core or life giving element in business. We expect that a business unit should be managed efficiently. This is precisely what is done in management. Management is essential for the conduct of business activity in an orderly manner. It is a vital function concerned with all aspects of working of an enterprise. What are the functions of Management? Effective management involves creative...
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...Analysis of root cause of job dissatisfaction and high turnover - Management Leadership & Foreman Issues The root causes for job dissatisfaction and high turnover rates among foremen at the Lima tire plant is due to a lack of job training, high workload, and lack of communication and support from management. There is a severe lack of job training among the foremen. The foremen need training on how to manage, lead, and motivate the union linemen as well as training on union rules and standards. There are problems within the linemen and foremen relationship as a result of the lack of training. There is also distrust and resentment between the union workers and foremen. The union workers seem to be protected by union reps. There was one example where it seemed the disciplinary action taken by the foremen was reversed by the union rep in an attempt the protect the union lineman. This union protection takes authority away from the foremen and further increases the distrust and resentment between the workers and foremen. In addition to lack of training, the foremen are overworked. There are two 12-hour shifts with a 30-minute lunch and 2 breaks, one in the morning and the other in the afternoon. In addition to managing the linemen the foremen must maintain production forecasts, identify maintenance issues at start of shift, monitoring labor hours and production rates, safety and health standards, staff production team, scheduling hourly employees, approve vacation requests...
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...Follett, Management is “the art of getting thing done through people.” ( There are many great individuals from our history that have had a grand effect on the art of Management. These individuals have changed the ideas of management from what it once was. It was important and is important now for management to change and evolve as the world changes and evolves. Some of the greatest Management Researchers and management developers are Frederick Taylor, Adam Smith, Henry Ford, Henri Fayo, Mary Follett and Max Weber (Pioneers of Management). These figures from our history have set the stage for management and developments now in the present and in the future. This research paper will not discuss how each of the previous men and women influenced or changed the science of management. One of the most prominent management developers is Frederick Taylor. His work was mainly in the late 1800‘s. Frederick Taylor had many ideas for researching new forms of management and applying these new ideas on subjects for more testing. His most prominent ideas were the “Time and Motion” idea, “A Fair Days’ Pay for a Fair Days Work”, and the idea of “Optimizing and Simplifying Jobs” (Frederick Taylor and Scientific Management). Taylor was also the first person to apply science to the idea of management. “Taylorism is also another idea that Frederick Taylor created that was backed by his own book. He used the scientific theory and other methods in order to produce proven advancements in management. ...
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