...HR Manager is one of the most important key to open a lock hanging on the door of success in an organisation. If an HR Manager is efficient enough to handle and to take out best from his team members any organisation and can achieve more from his target goals. HR manager plays a very important role in hierarchy, and also in between the higher management and low level employees. Stated below are major responsibilities of HR Manager:- Responsibilities: 1. To maintain and develop HR policies, ensuring compliance and to contribute to the development of corporate HR policies. 2. To develop the HR team, to ensure the provision of a professional HR service to the organization. Manage a team of staff responsible for mentoring, guiding and developing them as a second line to the current position. 3. To ensure timely recruitment of required level / quality of Management staff, other business lines staff, including non-billable staff with appropriate global approvals, in order to meet business needs, focusing on Employee Retention and key Employee Identification initiatives. 4. Provide active support in the selection of Recruitment agencies which meet the corporate standard. Ensure Corporate Branding in recruitment webs and advertisements. 5. Develop, refine and fine-tune effective methods or tools for selection or provide external consultants to ensure the right people with the desired level of competence are brought into the organization or are promoted. 6...
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...Management control systems 12 CHAPTER 03 13 Management control systems and strategy: 13 A critical analysis 13 3.1 Relationship between Management control systems and strategy 14 3.2 Levels of strategy from organization point of view 14 3.2.1Corporate-Level Strategy 14 3.2.2 Business Unit Strategies 15 3.2.2.1 Business Unit Mission 15 3.2.2.2 Business Unit Competitive Advantage 15 3.4 Responsibility Centers 16 3.4.1 Nature of Responsibility Centers. 16 3.5 types of Responsibility Centers 17 3.5.1 Revenue Centers 17 3.5.2 Expenses Centers 17 3.5.3 Profit Centers 18 3.5.4 Investment center 21 3.6 Concept of Transfer Pricing in relation to Responsibility center 22 CHAPTER 04 23 Budgeting and performance measurement 23 4.1Budgeting as a Control Mechanism 24 4.2Business performance management 25 4.3Balanced Scorecard 26 CHAPTER 05 29 FINDINGS AND CONCLUSION 29 5.1 Findings 30 5.2 Conclusion 30 5.3Bibliography 31 CHAPTER 01 About the report 1.1Introduction To introduce this topic and understanding the importance of management control system we know that in the present globalised world, organizations need to use management control systems that go beyond the strategies that focus on acquisition of technology and logistics which are not sufficient to give the organization sustained long-term competitive edge over its competitors. Management Control Systems (MCS) as defined by Anthony (cited by...
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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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...GM-COMM.,HO,CMD AREAS OF RESPONSIBILITIES ROLE ROLES & RESPONSIBILITIES 2 3 4 5 6 BEHAVIOURAL COMPETENCIES PRODUCTION DRIVER DIRECT AND COORDINATE ACTIVITIES OF BUSINESS OR DEPARTMENT CONCERNED WITH PRODUCTION ,PRICING, SALES, AND /OR DISTRIBUTION OF PRODUCTS. MANAGE STAFF , PREPARING WORK SCHEDULE AND ASSIGNING SPECIFIC DUTIES. ESTABLISH AND IMPLEMENT DEPARTMENTAL POLICIES, GOALS, OBJECTIVE, AND PROCEDURES, CONFERRING ORGANISATION OFFICIALS. PRODUCTION OF SALT AS PER PRODUCTION SCHEDULE, ACHIEVE MAX EFFICIENCY OF THE PLANT, COST OPTIMIZATION, MAINTENANCE OF PLANT EQUIPMENT CO-ORDINATION WITH TECHNICAL TEAM DRIVER CO-ORDINATION WITH TECHNICAL TEAM TO ENSURE MAX. PLANT UTILIZATION RELATIONSHIP MANAGEMENT DRIVER EFFECTIVE TEAM BUILDING WITH ALL DEPT. COST OPTIMIZATION THINKER ACHIEVE MAX. OUTPUT WITH LEAST RESOURCES TRAINING & DEVELOPMENT DRIVER TRAINING & DEVELOPMENT OF STAFF TEAM BUILDING AND SECOND LINE THINKER & DRIVER DEVELOPMENT LEAD THE TEAM WITH THE HIGHEST ETHICAL STANDARDS, BY MAINTAINING EXCELLENT COMMUNICATION, WHICH WILL BE MOTIVATING THE CONFIDENCE OF THE TEAM. WORKING COLLABORATIVELY WITH ALL THE DEPARTMENTS, PEERS AND EMPLOYEES AS A TEAM WILL BE BENEFICIAL TO ACHIEVE DESIRED GOAL FOR THE COMPANY. STRONG BELIEVER OF SECOND LINE DEVELOPMENT SO THAT THE COMPANY IS ALWAYS HEALTHY IN TERMS OF EFFICIENT & EFFECTIVE WORKING HANDS. 1 TECHNO-COMMERCIAL ABILITIES 2 GO GETTER 3 LEADERSHIP 4 PRODUCTIVITY & QUALITY FOCUS 5 TEAM MANAGEMENT & INTERPERSONAL...
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...information to evaluate the performance of different organizational resources like human, physical, financial and also the organization as a whole considering the organizational strategies. Finally, MCS influences the behaviour of organizational resources to implement organizational strategies. Keywords: Management , Control , Systems 1. Introduction To introduce this topic and understanding the importance of management control system we know that In the present globalised world, organisations need to use management control systems that go beyond the strategies that focus on acquisition of technology and logistics which are not sufficient to give the organisation sustained long-term competitive edge over its competitors. Management Control Systems (MCS) as defined by Anthony (cited by LangfieldSmith, 1997) is the process by which managers ensure that resources are obtained and used effectively and efficiently in the accomplishment of the organization s objectives . MCS is a system used in an organization which collects and uses information to evaluate the performance of the organizational resources that will eventually influence the behaviour of the organization to implement organizational strategies. This paper will look into issues within MCS such as transaction cost economics and transfer pricing. Also considered in this paper is a look of MCS tools and techniques, such as budgeting as a powerful control mechanism in organizations, business performance measurement systems as well...
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...Leadership Practice Assignment (Unit 5013) By: Name Tutor: Name Contents Introduction 2 Task 1 1.1 Management and leadership 3 – 4 1.2 Balancing the roles of management and leadership 4 – 6 1.3 Creating organisational vision 6 – 7 1.4 Self-belief, personal energy and commitment to leadership; 7 – 8 style of leadership 1.5 Building trust, empowering others and promoting ethical 8 – 9 leadership 1.6 Transformational, transactional and situational leadership 9 – 10 and impact on organisation Task 2 – Reflective statement about learning on the course 10 References 11 Introduction In 2009 Karl Moore of Mc Gill University interviewed Henry Mintzberg on his new book Henry Mintzberg on Managing – Pure and Simple, and asked the question as to whether Mintzbergs book should not have been called Leadership. Mintzberg’s response was that management and leadership are part and parcel of the same thing and shouldn’t be seperated in practice. He expressed the belief that the seperation of leadership from managament is utterly destructive, because managers who do not lead are boring and leaders who do not manage do not know what is going on. Whilst Mintzberg seems to make a very valid point and the fusion of leading and managing appears logical, it is undeniable that cenceptual differences exist between the term management, and the term leadership. Even without an accepted or definitive distinction...
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...to deliver information and services electronically. In public sector audit and accounting practices, the Malaysian Government has experienced local reform aimed at escalating transparency, streamlining accountability and improving overall financial management in line with international standards and practices. The purpose of this study is to evaluate the impact of computer-based accounting systems (CBASs) on the effectiveness of performing accounting tasks by Malaysian public sector agencies (PSAs). This study focuses on the impact of performancebased outcomes at three levels: individual task, accounting-related task, and organisational level performance. With regard to accounting-related task performance outcomes, this study aims to analyse the impact of CBASs on the typical processes, which are related to budgeting, financial reporting, auditing and financial controlling. This study also seeks to investigate the influence of driving factors comprising management support and organisational resources and capabilities on the...
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...Introduction Human resource management (HRM, or simply HR) is the management of an organization's workforce, or human resources. It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture, and ensuring compliance with employment and labor laws. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HR will typically also serve as the company's primary liaison with the employees' representatives Objectives of HRM Whilst the precise HR objectives will vary from business to business and industry to industry, the following are commonly seen as important HR objectives: |Objective |HR Actions | |Ensure human resources are employed|Pay rates should be competitive but not excessive | |cost-effectively |Achieve acceptable staff utilisation | | |Minimise staff turnover | | |Measure returns on investment in training | |Make effective use of workforce...
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...Certificate in Human Resources Practice 2013/14 Student; Jason Hal (21303364) Assignment 1 Developing Yourself as an Effective HR Practitioner Tutor; Sara McTrusty/Val Swales Submission date; 06th November 2013 Venue: Darlington College Contents 1. Introduction…………………………..............…………………………............3 2. Activity 1 Summarise The HRPM…………………………..…......................4 2.1 Insights, Strategy and Solutions............................................................5 2.2 Leading HR Resourcing Band 1.............................................................6 3. Activity 2 Timely and Effective Service……………………………………...6 3.1 Employees......................………………………………………................6 3.2 Managers..............................................................……………………....6 3.3 Recruitment Agencies............................……………………….............7 3.4 Communication..........................…………………………………………...8 3.5 Effective Service Delivery........................................................................8 3.6 Delivering Service.....................................…………..…………………….8 3.7 Difficult Customers…...............................................................................9 3.8 Resolving Complaints…..........................................................................9 4. Development....................
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...control techniques for this assignment. Management controls have always existed, in order to control the behavior of employees with the purpose of ensuring that organisational objectives are achieved. Many of these controls were accounting controls, such as budgets, standard costs, variance analysis etc. As organisations became more sophisticated, non financial controls were added. These controls included targets such as quality, waste, delivery lead-time, customer satisfaction etc. When other controls, such as those in respect of personnel, information systems, corporate policies, working practices etc. are added, the result is a system of management control, although often the components of the system lead to different behaviors. In his seminal work on the subject, Anthony (1965) defined management control as: “The process by which managers assume that resources are obtained and used effectively and efficiently in the accomplishment of the organisation’s objectives” His classic categorization of control was of three levels; strategic, management and operational which he saw as linked. In his work, management control was seen as the interface between strategic planning and operational control such that management control ensured that day-to-day operations were consistent with overall strategy and that strategy was implemented through day-to-day activities. Otley and Berry (1980) defined management control as monitoring activities and then taking actions in order to ensure...
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...1 Lesson: 2 HRM functions Contents: Elements of HRM functions Importance of HRM functions Personnel functions HRM vs. Personnel Functions HRD Instruments HRD Processes HRD Outcomes Appendix: 2 Articles on HRD Learning Objective this Unit By the end of this Unit, you should be able to: Give concise definition for HRM functions. Clearly articulate the difference between HRM and Personnel philosophy and functions. Describe the various instruments/functions of HRM. Know the processes resulting from the instruments and the final outcomes. 1. 2. 3. MS 22B - Eddie Corbin, Lecturer 2 2 Dear students, hope the first lesson gave you a fair idea of what the field of HRM holds for us. Today let us know a little bit more about the same. You all keep hearing about personnel management. You must be wondering what’s the difference between personnel management and HRM and what is HRD?? So in this lesson we are going to tackle the same question. Let us begin by having a systemic view of HRM .Let us understand this with the help of a slide: Stakeholder Interest •Shareholders •Management •Employees •Government •Community •Unions HRM Policy •Employee influence •HR flow •Reward systems •Work systems Situational Factors •Workforce Characteristics •Business strategy •Management philosophy •Labour market •Unions •Task environment •Laws/social values HR Outcomes •Commitment •Competence •Congruence •Costeffectiveness Long-Term Consequences •Individual well-being...
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...Marketing 9. International Trade Agreements 10. International Trade Organizations 11. Forex 12. International HR Strategies 13. International Diplomacy Reference Text 1. International Business – Daniels and Radebough 2. International Business – Sundaram and Black 3. International Business – Roebuck and Simon 4. International Business – Charles Hill 5. International Business – Subba Rao 3.0.2 Strategic management 100 Marks Course Content 1. Strategic Management Process: Vision, Mission, Goal, Philosophy, Policies of an Organization. 2. Strategy, Strategy as planned action, Its importance, Process and advantages of planning Strategic v/s Operational Planning. 3. Decision making and problem solving, Categories of problems, Problem solving skill, Group decision making, Phases indecision making. 4. Communication, Commitment and performance, Role of the leader, Manager v/s Leader, Leadership styles. 5. Conventional Strategic Management v/s Unconventional Strategic Management, The differences, Changed Circumstance 6. Growth Accelerators: Business Web, Market Power, Learning based. 7. Management Control, Elements, Components of Management Information Systems 8. Mckinsay‘s 7 S Model: Strategy, Style, Structure, Systems, Staff, Skills and Shared values. 9. Group Project Reference Text 1. Strategic Management – Thompson & Striekland McGraw Hill Irwin 2. Competitive advantage – Michael Porter 3. Competitive strategy – Michael Porter Optional Group – Marketing 3.1.1...
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...MAHATMA GANDHI UNIVERSITY KOTTAYAM REGULATION 1. COURSE OBJECTIVES The MG University MBA program is designed with the following objectives: 1. To develop young men and women in to professional managers to manage all sectors of the organized economic activity. 2. To equip the youngsters with conceptual and interpersonal skills and social purpose for managerial decision-making and its execution in real situations. 3. To develop and encourage the entrepreneurial capabilities of young generation to make them effective change agents. 4. To meet the demand for trained and professional people in the country at the top level management of business and industrial organizations in the light of the new economic and industrial policy of the country. 2. COURSE DURATION The MBA (Full Time) programme of Mahatma Gandhi University shall be spread in two years duration with 4 Semesters. Each semester shall comprise of a minimum of 16 instructional weeks of 5 days each of 5 hours a day (total contact hours 400). Continuous Internal Evaluation during the course period and University examination at the end of each semester shall be conducted. There shall be a semester break of 15 days each in addition to the usual Onam, Christmas and summer holidays. 3. ELIGIBILTY FOR ADMISSION 1. A pass in any Bachelor’s Degree Examination of Mahatma Gandhi University or an equivalent degree of any other universities duly recognized by M.G.University with not less than 50% marks in the aggregate for all parts of...
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...field, and is able to exercise a high degree of control or influence over others. (Definition of Leader, 2012) Leadership refers to the process of social influence in which one person can enlist the aid and support of others in accomplishment of a common task. (Chemers, M., 1997) It is the course of organizing a group of people to attain a common objective. A manager is a person who is in charge of a certain group of tasks, or a certain subset of a company. A manager often has a staff of people who report to him or her. (Definition of Manager, 2012) Management refers to process of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. It includes the processes of planning, organizing, staffing, directing and controlling an organization or effort for the purpose of accomplishing a goal. (Management, 2012) Paul Hersey and Ken Blanchard provided us with a clear and concise explanation of the difference between the two terms. These two are different concepts with overlap. Leadership is a broader concept on its own and is not a concept exclusive to or within management. According to them, management is considered to be a special kind of leadership in which the achievement of organizational goals is vital. Leadership is influencing the behavior of someone, whereas Management is setting up an intention and achieving that purpose of that intention. Leadership requires a follower and a leader has to outline...
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...Course Overview The objective of this course is to have a general understanding of Research Methodology and Statistics as applicable to Business Management and its use and relevance in areas of Management Research. While mathematical material will be covered, the major goal is for the students to develop a set of skills and tools which will be important in their management careers. At the conclusion of the course students should be able to: (1) develop the skills to identify the appropriate statistical techniques for the analysis of data; and (2) learn how to collect, analyze, present and interpret research data. Course Syllabus Group I: Research Methodology: Objectives, Role & Scope in Management Research, Process of Research; Research Designs: Exploratory, Descriptive & Experimental Research Designs and their Applications; Sampling Design: Concepts, types and their applicability; Scaling Techniques including Likert, Thurston, Semantic Differential Scaling techniques, etc. Tools & Techniques of Data Collection: Primary & Secondary; Classification & Tabulation of Data. Group II: Introduction to Statistics, Statistics & Business Research, Measures of Central Tendency: Mean, Median and Mode; Measures of Dispersion, Coefficient of Variance; Skewness & Kurtosis: Concept and Measures; Correlation Analysis: Simple, Partial & Multiple (Elementary); Regression Analysis: Concept & Measures, Linear Regression. Elementary Probability Theory: Concepts, Definitions...
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