...Course For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 6 Times, Rating: A MGT 372 Week 1 Individual Assignment Impact of Management Style Paper MGT 372 Week 1 DQ 1 MGT 372 Week 1 DQ 2 MGT 372 Week 2 Individual Assignment Article Analysis MGT 372 Week 2 Learning Team Assignment Organizational Chart and Presentation -------------------------------------------------------------------------------------------- MGT 372 Final Exam Guide For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 5 Times, Rating: A+ MGT 372 – FINAL EXAM Questions 1 – 5 are True or False. Highlight the answer in Bold Red. Question 1 - -------------------------------------------------------------------------------------------- MGT 372 Week 1 Individual Assignment Impact of Management Style Paper For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 4 Times, Rating: A+ Prepare a 700- to 1,050-word paper in which you describe the effect of a manager’s actions on a food and beverage operation. Address the following: -------------------------------------------------------------------------------------------- MGT 372 Week 2 Individual Assignment Article Analysis For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 4 Times, Rating: A+ Resources: Electronic Reserve Readings, University Library Locate two articles concerning staffing challenges in food and beverage operations. ...
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...Critically discuss the extent to which Fayol’s classic analysis of the management function has largely been made redundant by the more recent empirical studies of what managers actually do, such as that favoured by Mintzberg Introduction The function of a manager is not a set in stoned role. It can be interpreted very widely and differently due to changes in time and also personal opinions. There is the classical approach to management which was concerned with the structure and activities of an organisation, and the modern approach to management which emphasized organisational effectiveness through focus on strategic issues. Fayol had the classical approach to management while Mintzberg had the modern approach. Mintzberg (2005) said the four words; planning, organizing, coordinating and controlling introduced by Fayol only indicate vague objectives that managers have when they work. Throughout this essay I am going to explore the claim that Fayol’s classic analysis of the management function has been made redundant by the more recent views of Mintzberg through comparing and contrasting both theorists’ conceptions of what a manager actually does. Henri Fayol Henri Fayol was a French industrialist who worked as a young mining engineer. He spent his life working his way up in the mine until he became the managing director. Under Fayol the business thrived and grew despite it nearly being bankrupt when he took over. Fayol, who undertook the classical approach to...
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...to survive in a highly competitive market. Brian J. McMillan, head of the Demand Management Services (DMS) and Kevin C. Fowler, senior director of Planning and Fulfilment, are discussing about possible changes to the forecasting process in the company after several missteps of production of recent products. In this case, some readings are useful to understand the relevant theory underlying the main issues to overcome. It is clear that this case deals with the ability to manage a good forecasting tool in order to meet the demand in an uncertain world and with the key elements of the forecasting process that lead to improving forecast accuracy and operational performance. Besides, the theory about the different forecasting techniques will also have a central role in this analysis. I used 3 articles to support what I will say. The references are indicated in the footnote of this page. Who is responsible in the failures of forecast in 2002 and 2004? In 2002, the sales forecasting process was ill-designed. At Leitax, each functional group made its own forecast using its own assumptions of the future trend of the market. Each forecast was made for a single purpose: * Each director of sales made a forecast for its own scope of sales. This forecast was used as a guide for controlling operations within the supply chain and was used by the finance department in order to build a financial...
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...“Management is about arranging and telling. Leadership is about nurturing and enhancing.” The management role is ‘getting things done by other people’ (Parker Follet, 1941) So management can be described as ‘the process of optimizing human, material and financial contributions or the achievement of organizational goals’. (Pearce and Robinson, 1989) At first glance a manager’s role is to organise, supervise and control people so that there is a productive outcome to work. The managers role is not the same as that of a supervisor although it may include supervision, it is not the same as monitoring or recording although it may also include these functions, it is a wider and deeper, more creative and innovative role. The idea of ‘getting things done by other people emphasises the fact that mangers achieve organizational objectives by arranging for other people to perform whatever task is required and do not necessarily carry out the tsk themselves.. A more modern dynamic view of management would suggest that it should be based on innovation and on satisfying the customer. The emphasis is not on running the organization, although it remains an essential part of the management role, so much as on planning developing and changing it. (Hannagan, 2008) Models identify the key variables, suggest possible relationships and predict the possible outcomes of change. The more accurately the model represents the reality it is describing, the more useful it will be. Models represent...
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...skills. To be good mangers need leadership skills as well as managerial skills both skills are necessarily for the organizational management. What is leadership? When people think of leaders, mostly mean politic leader like Churchill, Hitler, Morgan, Nikson and so on but now in the 2010; leaders concern and involve in the business and organization roles rather than the politician who tend to be at the top of the country or militaries owing to presently it is said that we are in the globalization era which technology and communication such as iphone, facebook, twister etc. become socially involved in life, more necessary and affordable. So the leaders play roles differently, however, much more important in the business world in the manager’s roles. Shackleton (1996) described about leadership definitions involves three components: influence, group and goal. First, leaders are who influence the behavior of others. Secondly examine in the context of a group, work group such as managers and their terms or foremen and their subordinates. Last, leadership stresses a group goal that has to be accomplished. Leadership is the process in which influences other group members towards the attainment of group or organizational goals. Leaders may influence followers, but followers influence leaders to lead in one way rather than other. Leadership and management It is mentioned that Leadership is about vision, it involves with strategy or thinking strategically. By all mean having...
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...According to L. A. Allen --- ‘’ Management is what a manager does’’. Manager: A manager is he who does various kinds of task and he has the power of supervise the employee to achieve the organizational goals & objectives. Various Managerial skills: Robert L Katz identifies three skills of managers:- (1) Technical skill. (2) Human skill. (3) Conceptual skill. Technical skill: Technical skill is the knowledge or ability of managers to use a process, technique, procedure or any specialized activities. Accounts engineers, surgeons all have their technical skills necessary for their respective professions. Most managers especially at the lower level and mid-level need technical skills for effective task performance. Technical skills are important especially for first line managers, who spend much of their time training subordinates &supervising their related problems. Human skill: Knowledge and ability to work with other people effectively to understand other people, to motivate other people both has individuals and groups. Managers spend much of their time interacting with people both inside and outside their organizations. We may recall here Mint berg’s explanation of how top (And middle) managers spend their time: 59 percent in meetings, 6 percent on the phone, and 3 percent no tours. All of these managerial activities involve other...
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...Managerial Economics : Definition, Nature, Scope Managerial economics is a discipline which deals with the application of economic theory to business management. It deals with the use of economic concepts and principles of business decision making. Formerly it was known as “Business Economics” but the term has now been discarded in favour of Managerial Economics. Managerial Economics may be defined as the study of economic theories, logic and methodology which are generally applied to seek solution to the practical problems of business. Managerial Economics is thus constituted of that part of economic knowledge or economic theories which is used as a tool of analysing business problems for rational business decisions. Managerial Economics is often called as Business Economics or Economic for Firms. Definition of Managerial Economics: “Managerial Economics is economics applied in decision making. It is a special branch of economics bridging the gap between abstract theory and managerial practice.” – Haynes, Mote and Paul. “Business Economics consists of the use of economic modes of thought to analyse business situations.” - McNair and Meriam “Business Economics (Managerial Economics) is the integration of economic theory with business practice for the purpose of facilitating decision making and forward planning by management.” - Spencerand Seegelman. “Managerial economics is concerned with application of economic concepts and economic analysis to the problems of formulating...
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...Project Management Project Management I. Introduction This takes place as part of the executing process group. This is the process of tracking, reviewing, and regulating the progressed in order to meet the performance objectives defined in the project management plan. In addition to reviewing the work that is being performed, this process also makes sure that the deliverables themselves, plus the way in which they are being delivered according to the project management plan. This is a macro integration process and looks at the progress of the overall project taking corrective action as and when needed via change requests. The focus here is on identifying any variances from the project management plan, to carry out problem-solving in order to determine appropriate corrective and preventative action, perform root cause analysis of such variances, and to manage the time and cost reserve allocations. The corrective action that the project manager should be making here is based on how the project has been progressing and from this how things are forecast to continue. The results of the work being undertaken are compared to the baseline is within the plan and appropriate adjustments made to ensure that the two are harmonized. Such adjustments and changes to the work are both identified and implemented within this process. Another key aspect here is to ensure that risks are being managed properly, new risks identified, and that the overall project performance...
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...HR Planning and Staffing: How are they connected? We hear the statement: “HR Planning is the foundation of staffing under the new PSEA”. But what does this mean and how do we make it happen? Background HR planning is a generic term that can have many different meanings. For the purposes of this discussion, we mean the following: HR planning is a process that identifies current and future human resources needs for an organization to achieve its goals. It means forecasting an organization’s future demand and supply for employees, based on its business needs; and subsequently developing and employing the strategies required to meet these needs. It involves a gap analysis between current HR supply and future demand. Strategies are then developed to address the gap and may involve recruitment, internal staffing, development, training, contracting and partnering, and activities relating to downsizing. “Forecasting future needs” implies understanding the future business directions of the organization so that the HR needs can be appropriately identified. HR planning can be conducted at the organization level or at any component level but a key to success is always understanding and linking to business direction. HR Planning always starts with understanding the business needs of the organization. There may also be a need to further develop and refine plans for the strategies that are going to be employed and this may result in separate, or integrated, staffing plans, training plans etc...
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...Workforce Planning a good practice guide for TAFE Institutes 10 September 2004 1 Introduction 1 2 Purpose of this guide 2 3 Key elements of workforce planning programs 2 4 Implementation guidelines 3 4.1 Consider the broader context 3 4.2 Identify your future business direction and workforce needs 4 4.3 Know your current workforce 6 4.4 Bridge the gap – identify and address your workforce issues 8 4.5 Provide a sound basis for effective implementation 9 5 WORKFORCE PLANNING CHECKLIST 10 5.1 Key considerations for effective workforce planning 10 6 UNDERPINNING KNOWLEDGE FOR WORKFORCE PLANNING 12 Introduction Workforce planning is the continuous process of ensuring that the right people are in the right place at the right time, in order to accomplish the organisation’s mission now and into the future. Its fundamental purpose is to align and integrate the organisation’s workforce with its strategic goals and objectives. The degree to which the organisation has the appropriate skills, the correct numbers and the right talent mix to achieve its mission in a dynamic external environment will be crucial to its continued success. It is also about the sound management of human capital processes, including recruitment, retention, development, redeployment, and retirement planning for minimal loss of knowledge. Workforce planning can assist TAFE Institutes anticipate the staffing and skill...
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...Busi 310 Quiz 1 Managerial Roles Tasks a manager is expected to perform based on the position he or she holds in the organization Transformational Leader Inspires followers to achieve organizational goals Transactional Leader Clarifies Follower role and task requirements Interpersonal The managerial role of the figurehead, leader, or liaison Total Responsibility Management Groups that balance the demand for greater profits while remaining environmentally sensitive Referent Power The display of admirable characteristics that others seek to possess Managers Responsible for using resources to increase performance and profits Autocratic Manager Makes a decision and then informs the group about the decision Leadership The ability to influence others and is dependent upon whether the leader possess that which followers seek Organizational Management Applying general principles of systematic planning and problem solving to direct and supervise an organization Leaders Act as a change agents within the organization and can be classified as either Transformational or Transactional Bystanders Observe from the sidelines and disengage from their leaders and their organizations Expert Power Power an individual has when they possess a special knowledge, skill, or ability that others lack Competence Interpersonal and technical skill Planning The development of goals, which leads to the development of an overall strategy for achieving those...
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...how organizations accomplish this. Accounting Principles In health care organizations, financial reporting involves financial statements. There are four main financial statements. They are: (1) balance sheets; (2) income statements; (3) cash flow statements; and (4) statements of shareholders’ equity (U.S. Exchange Commission, 2011). The third part of a cash flow statement shows the cash flow from all financing activities. It is very important for an organization to report their finances, since financial reporting will provide investors with information about the organization’s management. Financial reporting also provides information for all of management of their earnings and cash flow in which one can use future forecasting. Ethical Standards The Sarbanes Oxley-Act is often used for ethical situations and issues; however, the Sarbanes Oxley-Act does not apply for nonprofit organizations. It is critical that all organizations use the Sarbanes Oxley-Act as the standard for good business practice and implement...
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...1.0 ORGANIZATION OVERVIEW 1.1 .History of the company: Banglalink is the second biggest telecommunication service provider in the local market of Bangladesh. Banglalink has a subscriber base of 7.88 million. It is a wholly owned subsidiary of OrascomTelecom. Banglalink had 1.03 million connections. The number of Banglalink users increased by more than 253 per cent and stood at 3.64 million at the end of 2006 and ended 2007 | Orascom Telecom Bangladesh Ltd | Year Founded | November , 1996 | Headquarters | Tiger House Gulshan Avenue, Gulshan Model Town , Dhaka | Industry | Telecommunication | Products/services | Telephony , GPRS | Patent | Orascom | Slogan used for business | Making a difference | Website | http://www.banglalinkgsm.com | at 7.1 million connection base, making it one of the growing operator’s .Bangladesh has the lowest telephone penetration rates in the world and even in South Asia. Basing our findings on to a report by the International Telecommunication union (ITU), only 1.56 among 100people of Bangladesh own telecom facilities. When Banglalink entered the Bangladesh telecom industry in February 2005, the scenario changed with mobile becoming useful and affordable communication tool for people. In a year of operation, Banglalink became the fastest growing mobile operator of the country with a growth rate of 257 percent. This was achieved with innovative and attractive products and services targeting the different market segments;...
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...Logistical Strategies within the Supply Chain La’Trice L. Watson American Military University Abstract Logisticians continually make strategic level decisions in order to manage uncertainty, customer service and cost. Clients such as manufacturers, raw materials suppliers, distributors, retailers and shippers are provided a service by logistic service providers within the supply chain which makes it necessary to formulate strategies (Davenport, Jarvenpa, & Beers, 1996). Logistics is a part of the supply chain, which plans, implements, and controls the efficient, effective forward and reverse flow and storage of goods, services, and related information between the point of origin and the point of consumption to meet the clients’ needs (Butterworth-Heinemann, 2004). A number of logistical strategies exist from company to company, each claiming to be more efficient, faster, and better than their competitors. Any logistical strategy should contain some common components that supports the company’s overall logistics strategy (Waters, 2003). An effective strategy can be established for any logistical situation utilizing these four components: Agile logistics, lean management, a good relationship with vendors and effective technology systems. Logistical Strategies within the Supply Chain Because supply chain strategy depends on the type of supply chain a company uses, the type of functional strategies chosen should complement the type of...
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...Introduction Decision making is a vital part of business. But without having the appropriate source of information it can’t be done properly. One can learn about various fields of business while taking decision. Four procedures of accurate information- gathering data, string data, creating useful information, and presenting them can also be learnt. Currently all the successful organizations use IT based data analysis. This type of data analysis has a lot of advantages. Kellogg India is an US based company focused mainly in cereal products. After the reconstruction of Indian market, it decided to expand its operation in this side of this world. It invested 35 million pound and implemented its western policy. Now after decade’s Ups and Downs, Kellogg is keen to control the lion’s share of Indian domestic market and wants to be the only player. While Kellogg still holds more than 60% share in India's Rs 700-crore organized breakfast cereal market and increased its overall sales 30% in FY12, it is now facing increased competition with multinational and home-grown players including PepsiCo, Marico, GlaxoSmithKline and Dr Oater entering the oats and muesli segments(New York Times 1998). That’s why now it’s going to take some vital decision that will reshape its market strategy. The author can examine a variety of data Sources. He can use any type of data and any type of method and also will use all the necessary tools to represent this work. However Author will clarify the whole...
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