...TERM PAPER ON Roles and Responsibilities of Manager at Different Levels of Organizational Hierarchy in Banglalink GSM Telecom Co TERM PAPER ON Roles and Responsibilities of Manager at Different Levels of Organizational Hierarchy in Banglalink GSM Telecom Co Submitted To Professor Dr. Quazi Abdus Samad Course Instructor Faculty of Business & Economics Submitted By Md. Yeaqub Ali 041-18-253 B.com (Hon’s) 3rd Batch Submission Date: December 26, 2006 Daffodil International University Sukrabad, Dhaka 1207 Md. Yeaqub Ali Daffodil International University 102 Sukrabad, Dhanmondi Dhaka 1205 December 26, 2006 Professor Dr. Quazi Abdus Samad Course Instructor, fall semister 2006 Faculty of Business & Economics Daffodil International University Dear Sir: Subject: Submission of Report on “Roles and Responsibilities of Manager at Different Levels of Organizational Hierarchy in Banglalink GSM Telecom...
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...mountainview-itsm.com Goals, Activities, Inputs, Outputs and Roles To collect, analyze, process relevant metrics from a process in order to determine its weakness and establish an action plan to improve the process. Activities 1 Define what you should measure 2 Define what you can measure 3 Gathering the data 4 Processing the data 5 Analyzing the data 6 Presenting and using the information 7 Implementing corrective action Repeat the Process Inputs Each activity has inputs Outputs Each activity has outputs Roles Process Owner, Service Manager, CSI Manager, Service Owner Knowledge Management Process Owner Reporting Analyst Service Measurement and Reporting Goal To monitor services and report on improvement opportunities Activities Service Measurement •Objective (Availability, Reliability, Performance of the Service) •Developing a Service Measurement Framework •Different levels of measurement and reporting •Defining what to measure •Setting targets •Service management process measurement •Creating a measurement framework grid •Interpreting and using metrics •Interpreting metrics •Using measurement and metrics •Creating scorecards and reports •CSI policies Service Reporting •Reporting policy and rules Inputs SLA Targets, SLRs, OLAs, Contracts Outputs Service Improvement Program, SLAM Reports Roles Process Owner, Service Manager, CSI Manager, Service Owner Knowledge Management Process Owner Reporting...
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...or services to make sure they are meeting the public demand and are staying competitive across the market. To do this restructuring the organization is inevitable and below is a brief description of the new organizational structure. • CEO- appointed by the owners Donna Taylor and Phillip Embry. As of right now Taylor has an Operations Manager as the lead heading the company, but by adding a CEO gives the organization a more seasoned individual that is experienced at all levels not just the operational aspect. • Director Ambulance Operations- responsible for ensuring the volunteers and technicians treat patients accordingly to company policy. Also, responsible for the training employees, scheduling employees, and coordinating response procedures and relief efforts. Taylor currently has an operation manager that assumes these responsibilities, but doing this and leading a company can be a huge task for any one individual. By breaking this into one role will simplify the responsibilities and make it more streamlined. This role reports to the CEO. o Within this department will be a Deputy Operations Manager...
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...and the likely outcomes of various solutions, due to different perspectives, assumptions and values typical of managers from different functional background and specialties. A prolonged, highly political decision involve important and complex problems for which no-ready –made, good solution are available when many affected parties have conflicting interests and when diffusion of power exists among the parties (Ref Page- 4) Planning- as a formal process of written objectives, strategies, polices, and budgets, cascading from top management down hierarchy. Some planning occurs but managers develop agendas consisting of goals and plans related to their job responsibilities and involving a variety of short term and long term issues. 3. Leaders Role- Managers are responsible for leading the subunit function as an integrated whole in pursuit of basic purpose. Provide guidance to subordinates, motivates and in hiring, training, directing, praising, critizing, promoting and dismissing, pervades all managerial activates. Liaison Role- includes behavior intend to establish and maintain a web of relationships with individuals and groups outside of a manager’s organizational unit. These relationships are vital as a source of information and favors. The essence of the liaison role is making new contacts, keeping in touch, and doing favors that will allow the manager to ask for...
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...The Organisation – Written Report 1.0 Introduction This report will apply Mintzbergs ten roles of a manager to a company called Mag Kitchens and Bathrooms. The organisation deals in the design of kitchens and bathrooms, the selling of kitchen and bathroom appliances and a range of kitchen and bathroom fittings and furnishings and with full fittings of kitchens and bathrooms. The report is breaks down Mintzbergs ten roles into three sections: Interpersonal roles; these will deal with relations between the manager and other individuals. Informational roles; these will relate to the way the manager communicates information to others and how it is sourced. Decisional roles; these involve the managers need to make strategic organisational decisions. 2.0 Discussion 2.1 Interpersonal Roles 2.1.1 Figurehead Role – In this case the manager symbolises Mag Kitchens and Bathrooms. He represents Mag K&B in matters of formality. For example, he signs documentation allowing the purchase of new stock, such as new bathroom suite ranges that have only just been released into the market. He participates in meetings with the sales representatives and other members of staff in order to give insight and receive it. He also provides his staff with a link to those above him, through him. 2.1.2 Leader Role – According to Mullins (2010) the leader role is among the most significant of roles. It is the responsibility of the manager to make sure that Mag K&B is sufficiently staffed. This...
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... Project Management Team roles C.1 Project Board The Project Board is appointed by corporate or Programme management to provide overall direction and management of the project. The Project Board is accountable for the success of the project, and has responsibility and authority for the project within the remit (the Project Mandate) set by corporate or Programme management. The Project Board is the project’s ‘voice’ to the outside world and is responsible for any publicity or other dissemination of information about the project. C.1.1 Specific responsibilities The Project Board approves all major plans and authorises any major deviation from agreed stage plans. It is the authority which signs off the completion of each stage as well as authorises the start of the next stage. It ensures that required resources are committed and arbitrates on any conflicts within the project or negotiates a solution to any problems between the project and external bodies. In addition, it approves the appointment and responsibilities of the Project Manager and any delegation of its project assurance responsibilities. The Project Board has the following responsibilities. It is a general list and will need tailoring for a specific project. At the beginning of the project: assurance that the Project Initiation Document complies with relevant Customer standards and policies, plus any associated contract with the Supplier agreement with the Project Manager on that person’s responsibilities...
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...glue dries, and machine vision systems check for defects. The engineering and design team uses computerised drafting and testing of new products. The following managers work in the tennis rackets division: Jason Dennis, Sales Manager (supervises all sales representatives) Dave Marley, Cost Accounting Manager (supervises cost accountants) Kevin Carson, Production Supervisor (supervises all manufacturing employees) Sally Renner, Engineer (supervises all new-product design teams) REQUIRED a) What are the primary information needed by each manager? Give examples. (5 Marks) b) Which, if any, financial accounting report(s) is likely to be used by each manager? Explain. (3 Marks) c) Name one special purpose management accounting report that could be designed for each manager. Include the name of the report, the information it would contain, and how frequently it should be issued. (7 Marks) [TOTAL 15 MARKS] Grading Rubrics for Assignment Question 1: (5) (4) a) primary Clear and Clear and information detailed adequate needed by explanation of explanation of each the primary the primary manager information information needed by needed by weightage: 1 each manager each manager with some with some examples. examples. b) financial Clear and Clear and accounting detailed adequate report(s) explanation of explanation of the...
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...Executive Summary The purpose of this report was to provide an analysis of management and its four functions for a current organisation. The analysis is based on the leading, planning, organising and controlling styles. Linfox Australia is the organisation the report analyses and their operations manager for the Altona Regional Distribution Centre. The Report identifies Linfox’s management process and procedures and the way it deals with its own leading, planning, organising and controlling. Research for this report was conducted via an interview with Peter Ferdinand who is the operations manager for the Altona Distribution Centre. The interview was conducted via phone and Peter was asked a series of questions regarding the four functions of managing and the way it relates to his duties as operations manager for Linfox. The prepared questions were very specific in current management duties and outcomes for certain scenarios a manager will face within the workforce. The major findings of the report identified how the four functions of management were being utilised in the management styles of Linfox. Planning was demonstrated by the companies’ organisation structure throughs it range of CEO, Vice President, and National Managers who deal with strategic planning. Organising is also managed through Linfox’s range of mangers that all have different roles and responsibilities that all play an important part with the Companies goals. Leading is well managed through the drive and...
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...with cutting out some of the added amenities, no jobs will have to be cut. Organizational Chart Purpose of Each Role The purpose of the role of CEO is overseer of the entire organization. Each final decision that is made has to have the approval of the CEO. Before any cuts are made the proposal has to be signed off by the CEO. The position is the most important position in an organization like a health care facility. The person with this position has to know what is going on at all times. It was the decision of the CEO to appoint a project manager to work closely with the financial manager to create a way to cut the spending and Baylor Regional Medical Center without having to lose any employees. The project manager’s role in this particular project was to first meet with the financial manager to get a sense of where the most money was being spent that could possibility be cut. After that meeting, the project manager would meet with each affected department and give them an overview of what needs to happen in the next 30 days. A report detailing what is spent a month on everything from salaries, supplies, catering, travel, training, this would also include that manager’s salary as well. The financial manager’s role in this project would be to help each department create these reports that they would need for the next meeting. The financial manager will be the key to the entire project, because this person would be able to tell if what we propose to do will...
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...Explaining the Report Format (BUSM3119 & BUSM3201 Assessment 1 Semester 1 2015) This document complements the Course Guide and Assessment Criteria for Assessment 1. Therefore, it should be read together with the Course Guide and Assessment Criteria for Assessment 1. The document tries to explain in a simple manner the format that Assessment 1 markers will be looking for in your Reports for BUSM3119 and BUSM3201 Assessment 1 in S1 2015. You are strongly encouraged to be creative in how you develop your subheadings and arguments within the body of the Report. For the Melbourne Campus: I am happy to discuss the format of the two reports with individual students via email or telephone calls. For the SIM campus students: please contact your Tutor or Lecturer to discuss issues related to this Course, including the two Assessments. This document is to aid you in developing a format which will help you to express your ideas well. I am using a shortened example (based loosely on some past marked assignments) to show possible subheadings that you may include in your Assessment 1. Note that your assessment MUST be original, with appropriate references that follows the Harvard Referencing Guide! Students are also expected to write better reports than the example provided here. Each report must address the assessment criteria in the Course Profile. I expect the structure of your reports to have: 1. Title Page 2. An Abstract or an Executive Summary 3. Table of Contents 4...
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...organization……………………………………………………………………………… 3 Job Description of a manager in an organization......................................................................4 Organizational Structure...........................................................................................................6 Internal and external interactions of Managers.........................................................................8 Recommendation......................................................................................................................9 Conclusion...............................................................................................................................10 References...............................................................................................................................10 Introduction Organizations can be considered as a system which consists of a numerous number of people who coordinate and work together to achieve the common goal. Organizational behavior is the set of actions performed by the individuals or the attitudes of the individuals in a particular organization. For a manager it is very essential to study and understand the organizational behavior as it will assist him to identify and correct problems, establish necessary changes etc. Management or managers plays a vital role in organizational behavior and in achieving its goals (R.L, M, and N, 2010). The role of managers is considered as the key factor in the success of the...
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...Name: | Title: Program Sponsor | | Title: Program Manager | Name: | | Name: | Title: Technical Lead | | Title: Business Lead | Name: | | Name: | Title: | | Title: | Template Revision History Revision History | Revision | Date of Release | Owner | Summary of Changes | 1.0 | 07/4/14 | PMO | Initial Release | Revision History Approvals Revision History | Version # | Date of Release | Owner | Comments | | | | | 1. Introduction * Purpose The intention of this Communication Plan is to document and manage all communications throughout the Program life cycle, indicating the what-who-when-why-how involved in program communications. This document will capture all communications required for the <Program Name> Program stakeholders. This document will also encompass all written and oral communications that take place during the Program lifecycle. This Communication Plan will be an integral part of the overall Program Management Plan and will be a staple reference document in the <Program Name> Program. * Scope Enter text here * * References * Program Centralized Document Repository Enter text here * * External References Enter text here * Document Maintenance Enter text here 2. Participants Roles and Responsibilities This section will include all of the roles and responsibilities of the <Program Name> ...
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...marketing executive, and, as part of his role, he's responsible for promoting a new product. His work on the promotion is overseen by a product manager. She's an expert on this type of product, and she's responsible for coordinating people across all parts of the organization to make the product a success. However, Jake also reports to the marketing manager, who is responsible for overseeing Jake's overall performance, his pay and benefits, and his professional development. This example may sound complex, but, in fact, it's a highly successful management approach known as "matrix management." It's used by companies that need to maximize the impact of expert managers, while keeping the organization's staffing overhead under control. If your organization has a matrix management structure, you're likely to participate in key decisions. And, like Jake, you're also likely to have managers with specialist knowledge, who can give you expert guidance. But matrix management can also present some challenges. In this article, we'll explain what matrix management is, how it can benefit an organization, and how you can thrive within this structure. About Matrix Management A matrix management structure is an organizational structure in which people report to multiple managers, who have different roles. Figure 1 shows the matrix in our example above. Figure 1 – An Example Matrix Management Structure In this example, the functional manager oversees work that relates to a function,...
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...Role of the Manager Report Introduction In this report I will examine the extent in which the concepts of the Managerial Escalator fit with the experiences of two managers that were interviewed by me. The first part of this report will try and clarify the concept of the Managerial Escalator with focus on Rees and Porters different concepts as well as unfolding their own standpoint on it. The second part of the report will show a clear analysis of two managers who have managerial responsibilities in their roles and in their line of work or have had then ascertain any extents in which the two managers progression into management fits in with the managerial escalator. The Managerial Escalator The Managerial Escalator can be described as a concept that can be used to explain how different specialists can become managers. Specialists can be hired to carry out specialist activities, in most cases it is considered that a specialist will gradually gain experience in supervising. Following an assured amount of time it is considered that the specialist could be promoted, this could be between 1 to 5 years and in many different organisations or companies a specialist being promoted could mean that they have the chance to take on managerial responsibilities. Specialists can also work as team leaders and by doing this they can gain some type of managerial responsibly even if they working in a junior role within their particular organisation. After staying in that job for a number of...
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...Project Roles & Communication Plans HRIS with ESS Project GenRays April Drake, Project Manager Contents Contents .......................................................................................................................................................................... 2 Part A: Organization Chart ............................................................................................................................................... 3 Part A1: Role Descriptions ........................................................................................................................................... 4 Project Manager ....................................................................................................................................................... 4 Advisory Board ........................................................................................................................................................ 4 Procurement & Vendor Manager .............................................................................................................................. 5 User Assistance Manager ......................................................................................................................................... 5 Business Analyst ...................................................................................................................................................... 6 Platform Technology Team – System Architect...
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