...The following are types of computer and information systems managers: Chief information officers (CIOs) are responsible for the overall technology strategy of their organizations. They help determine the technology or information goals of an organization and then oversee planning to implement technology to meet those goals. CIOs may focus on a specific area, such as electronic data processing or information systems, but they differ from chief technology officers (CTOs; see next) in that the CIO is more focused on long-term, or “big picture,” issues. At small organizations a CIO has more direct control over the IT department, while at larger organizations other managers under the CIO may handle the day-to-day activities of the IT department. CIOs who do not have technical expertise and who focus solely on the business aspects of creating an overall company vision are included in a separate profile on top executives. Chief technology officers (CTOs) evaluate new technology and determine how it can help their organization. When both CIOs and CTOs are present, the CTO usually has more technical expertise. The CTO is responsible for designing and recommending the appropriate technology solutions to support the policies and directives issued by the CIO. CTOs also work with different departments to implement the organization’s technology plans. The CTO usually reports directly to the CIO and also may be responsible for overseeing the development of new technologies or other research-and-development...
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...of various types of controls used by managers. Secondly it will show how the control function is important to the effectiveness and efficiency of an organization. Robbins & Coulter, “control refers to the process of monitoring, comparing and correcting work performance.” The control process measures the activities to make sure they are being executed as planned to ensure the activities are achieving the organizational goals. This actual performance is measured against and compared to a standard and managerial corrective actions are taken to correct deviation or inadequate standards. In this process we assume that standards already exist. The organization has set goals and objectives against which performance can be measured and there are a number of tools that can assist managers in monitoring and measuring organizational performance. Some ideas of these controls are feed forward control, feedback control, and concurrent control. In feed forward control the goal is for manager to anticipate possible problems beforehand and attempts to takes corrective measure by making resources available to accomplish these goals. For example the implementation preventative maintenance measures taken by major airlines for aircrafts where they schedule checks to the systems and equipment on a frequent basis to alleviate or minimize loss time or breakdowns before they occur. Another example would be in the financial planing process creating specific targets which allow the manager to plan how...
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...The Importance Strategy and Planning to an Organization Abstract Strategic management is a process that involves managers from all levels of the organization. Top – managers, Middle Managers and First Line Managers in the formulation, implementation, and execution of strategies and strategic goals to advance the purpose of the organization. (Kinicki & Williams Pg.137) Top management are considered to Chief Executive Officers, President, Vice President, and District Managers. Middle Management are the functional managers of the organization. The Product line managers, department managers. First line manager are Unit mangers, team leaders and or supervisors of an organization. As planning in tails not only strategic planning performed by top Managers, but also tactical planning performed by Middle managers and operational planning performed by first line managers. Planning and Strategic management provides direction, encourages new ideas, and provides a sustainable competitive advantages. Three Types of Goals Important to the Strategy of an Organization. Goals are the end result of a plan, what the organization expects to accomplish of term objective. There are three types of goals important to the strategy of an organization. The first type of goal is called Strategic Goals. Strategic goals are planned by top level managers. Top level managers plan goals based on the organization objective. As in the case of Southwest top level mangers ensure that the airline...
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...Difference in Manager Behavior In this case study there is a debate about how there may be a difference in the way a women and men handle their duties as a manager. Does it make a difference in the gender of the person? This is a case that is discussed and studied from a psychological stand point. In the case they looked at different aspects of the way either gender may handle certain thing the same or different. Some of the points that were looked at were: • Organizing • Leadership • Communication • Opportunity • Power • Numbers Organizing |Women |Men | |A type of manager that wants to be included in a project when she|The type of manager that wants to be in command and makes the | |is putting together a team. Not trying to come off as the one in |rules. He gives the orders and they are followed out by the | |charge, but a team player. Involved in all aspects of the |employees to complete assignments. May tell employees what is | |assignments. |needed, but not participating. | Leadership |Women |Men | |The type of manager that doesn’t offer an incentive, but offer |The type of manager that would...
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...Airlines and Gucci are all examples of a. bureaucracies. b. corporations. c. organizations. d. managerial hierarchies. e. centralized units of operation. ANS: C PTS: 1 REF: p. 4 OBJ: 1.1 NAT: AACSB: R MSC: Type: App 2. Which of the following is an example of an organization? a. The Department of Education b. Princeton University track team c. Starbucks d. Swoopo, online auction site e. All of these choices ANS: E PTS: 1 REF: p. 4 OBJ: 1.1 NAT: AACSB: R MSC: Type: App 3. Amy, Frank, Puz, and Tiaro started a Bible study group. They are engaged in a. starting a corporation. b. starting an organization. c. creating a managerial hierarchy. d. creating a bureaucracy. e. creating an organizational matrix. ANS: B PTS: 1 REF: p. 4 OBJ: 1.1 NAT: AACSB: R MSC: Type: App 4. Ken and Jan Robelot have started an organization to sell Kenny's Cajun Popcorn, a peppery-flavored popcorn. The startup process for this organization included a. deciding on a product to make. b. identifying potential competitors for the flavored popcorn. c. finding an initial location in which to house the organization. d. making financial arrangements to order supplies. e. All of these choices ANS: E PTS: 1 REF: p. 4 OBJ: 1.1 NAT: AACSB: R MSC: Type: App 5. Which of the following is NOT an example of a physical resource needed to operate the company that produces Kenny's Cajun Popcorn, a "low-calorie snack with a high-voltage flavor"? a. An industrial-size popcorn...
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...overview of the field of study students enter before going into specific details. William J Byrnes’ makes his primary point very clear of how important the introduction is of concepts work together to create what the Arts and Entertainment industry entails, and the process of management and skills required to be a successful arts manager is for a successful career. This paper will elaborate on opportunities for arts managers, the management process, and the levels and types of managers Byrnes’ discusses in his introductory chapter. Opportunities for Arts Managers In the world of Arts and Entertainment management, business is so big and demanding. There is opportunity in every type of job level. Hard-working and effective leaders and managers with the required skills are needed in thousands of arts organizations. Because the creative industry is so large, it offers a diverse range of organizations to work in. These industries include Arts or Humanities Councils, Consulting services, Dance, Film, Museums, Music, Opera, Presenting, Recording, Service organizations, Theatre, Sports, Theme parks, and Festivals. Industries such as these all require managers to work towards a successful business. Depending...
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...HP Universal CMDB Software Version: UCMDB 10.10, CP 13.00 Universal Discovery Content Guide - HP Integrations Document Release Date: November 2013 Software Release Date: November 2013 Legal Notices Warranty The only warranties for HP products and services are set forth in the express warranty statements accompanying such products and services. Nothing herein should be construed as constituting an additional warranty. HP shall not be liable for technical or editorial errors or omissions contained herein. The information contained herein is subject to change without notice. Restricted Rights Legend Confidential computer software. Valid license from HP required for possession, use or copying. Consistent with FAR 12.211 and 12.212, Commercial Computer Software, Computer Software Documentation, and Technical Data for Commercial Items are licensed to the U.S. Government under vendor's standard commercial license. Copyright Notice © Copyright 1996 - 2013 Hewlett-Packard Development Company, L.P. Trademark Notices Adobe® and Acrobat® are trademarks of Adobe Systems Incorporated. AMD and the AMD Arrow symbol are trademarks of Advanced Micro Devices, Inc. Google™ and Google Maps™ are trademarks of Google Inc. Intel®, Itanium®, Pentium®, and Intel® Xeon® are trademarks of Intel Corporation in the U.S. and other countries. Java and Oracle are registered trademarks of Oracle Corporation and/or its affiliates. Microsoft®, Windows®, Windows NT®, Windows® XP, and Windows...
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...the right choice, if they are still uncertain. To make an informed decision, a description of what types of jobs an aspiring manager can expect in each industry will be given. In particular, a look at how life differs for the lodging GM versus the food and beverage GM will be included. It will also be helpful to see how each of these industries has fared economically in the recent past, and forecast how they will perform during the next decade. Finally, what each industry can do to attract and retain great managers will be recommended. Breakdown of Lodging Management This type of management position requires a person who is good at being organized and communicating well with all sorts of people. The more able the candidate is at operating efficiently under pressure, the better. This position will demand that the holder can make difficult decisions quicker on their own. This management position can be quite monotonous and require more than 40 hours per week, and some managers have to be on-call every day in case of emergencies. Management positions can be divided into different types that will vary depending on the actual size of the facility, and also whether it is an independent establishment or part of a larger chain of hotels. Nevertheless, there are at least twelve divisions of management that are commonly found within the hotel and lodging industry. The general manager oversees the daily operations of every part of the property. This position requires overseeing the...
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...1.) WHO IS A MANAGER? A manager is a person saddled with the responsibility of other people’s burden. He is a person who is blamed or praised for other people’s failures or successes respectively. He is a person who attempts to achieve stated objectives of an organization by directing human activities (men, materials, machines and money) in the production of goods and services. A manger is responsible for planning, directing and controlling the work of a group of individuals, monitoring their work and taking corrective action when necessary. For many people, this is their first step into a management career. Managers may direct workers directly or they may direct several supervisors who direct the workers. The manager must be familiar with the work of all the groups he/she supervises, but does not need to be the best in any or all areas. It is more important for the manager to know how to manage the work than to know how to do their work well. A manager may have the power to fire employees or to promote them. In larger companies, a manager may only recommend such actions to the next level of management. The manager has the authority to change the work assignment of team members. A manager’s title reflects what he/she is responsible for. In other words, a manger is one who has the formal authority to use organizational resources, make decisions and accomplishes the goals of the organization. E.g. President, Governor, Diplomats, the Director of a local petrol station, e.t.c. ...
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...…………………………………………………………………………………4 Management Types…………………………………..………………………………………4 Winning the Devil’s Bargain…………………..……………………………………...……..5 Climate of Diversity……………………………….………………………………………...6 Pros/Cons of Positioning and Expanding a Company’s Strategy…………………………...8 Business Ethics Challenges……………………………………………………………….…8 Economic Challenges…………………….………………………………………………….8 Benefits of Implementing Quality Initiative……………………..………………………….9 Management with Uncertainty…………………..……………………………………..…..10 Conclusion………………..………………………………………………………………...11 References……….…………………………………………………………………………12 Appendix…………………………………………………………………………………...13 Abstract Management Types Several management styles are employed by managers to ensure that effectiveness in relating to subordinates as well as decision-making is attained and maintained within the frameworks of the organization. While these styles come in varied categories, they can be majorly categorized based on their contrasting abilities that constitutes of autocratic and permissive while the main divisions come in varied types that may comprise of autocratic, Asian paternalistic, chaotic, consultative, democratic, laissez-faire, management by walking around, as well as persuasive types of management. In brief, autocratic type of management is the type that does not provide room for subordinates to partake in the decision-making process and due to this; the manager is entitled to make decisions unilaterally...
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...Front cover Advanced Case Management with IBM Case Manager Introducing case management and IBM Case Manager Building IBM Case Manager solutions with use case example Covering customization, rules, deployment, and more Wei-Dong Zhu Brian Benoit Bob Jackson Johnson Liu Mike Marin Seema Meena Juan Felipe Ospina Guillermo Rios ibm.com/redbooks International Technical Support Organization Advanced Case Management with IBM Case Manager May 2014 SG24-7929-03 Note: Before using this information and the product it supports, read the information in “Notices” on page xiii. Fourth Edition (May 2014) This edition applies to Version 5.2.0, IBM Case Manager (product number 5725-A15). © Copyright International Business Machines Corporation 2013, 2014. All rights reserved. Note to U.S. Government Users Restricted Rights -- Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM Corp. Contents Notices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii Trademarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiv Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xv Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xv Now you can become a published author, too! . . . . . . . . . . . . . . . . ...
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...TASK 2. a) Nowadays business environment is characterized by increasingly high levels of uncertainty and change. Businesspeople need to prepare themselves to adapt successfully to a rapidly changing business environment. This changes have significantly impacted everything we do , including the way we live and also they have had dramatic impacts on business. One important driver if change is the amount of information the world generates is increasing, also the amount of knowledge the world generates in increasing. This increases is being generated is creating a major headache for business, and the companies don’t know how to act and solve the questions through the huge amount of information. All organization at one time or another face substantive modifications to some aspects of their business. Supervisors can prepare themselves to adapt by following a variety of tips, such a –becoming aware of situation. –understanding change –improving skills and knowledge etc. b)Technology is another driver of increased complexity. Firms had adapt to a radical new technology. If they set long term strategy before, now companies are finding flexible approach to their business. Companies need to constantly review and adapt their strategy and ensure that they build an organization that is able and willing to change continuously. At the same time, new technology makes our life easier , particular in business. Business owners can use technology to reduce business costs. Business technology...
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...BEH225 Motivating Employees Consider the following question: Is it possible for a manager to motivate an employee? Write a 350- to 700-word response explaining your answer in terms of intrinsic and extrinsic motivation. Is it possible for an employee to be motivated by a manager? I absolutely think so. The two types of motivation are very possible to pass onto another person in the workplace, whether it be from coworker to coworker, friend to friend, manager to employee or even employee to manager. The most common type of motivation that is passed down from manager to employee is obviously extrinsic motivation. I think the main reason most people perform at their jobs is because of extrinsic motivation. The desire to go to work often stems from the need or want of money. Financial motivation is a form of extrinsic motivation. A manager can motivate an employee with extrinsic motivation by offering positive and negative consequences to the employee’s actions. For example, often times a manager will sit down with an employee for a yearly performance review. In this review the manager sometimes will critique the employee’s job performance and offer incentives such as pay increases or promotions to motivate the employee to increase their performance level or to maintain an already satisfactory performance level. In the same way, a manager can use extrinsic motivation in the way of offering negative consequences to the employee for poor job performance. Extrinsic motivation...
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...ASSIGNMENT : DISCUSS MOTIVATING SENIOR MANAGERS LECTURER : DR MUGAMBI 1. TITUS AGALLA HD333-C005-2835/2011 Introduction Definitions Motivation Motivation is a term that refers to a process that elicits, controls, and sustains certain behaviors. For instance: An individual has not eaten, he or she feels hungry, as a response he or she eats and diminishes feelings of hunger. Motivation- the concept According to Webster’s New Collegiate Dictionary, a motive is “something (a need or desire) that causes a person to act.” Motivate, in turn means “to provide with a motive,” and motivation is defined as “the act or process of motivating.” Thus motivation is the act or process of providing motive that causes a person to take some action. In most cases motivation comes from some need that leads to behavior that results in some type of reward when the need is fulfilled. Rewards Rewards can take two forms. They can either intrinsic/internal rewards or extrinsic/external rewards. Intrinsic rewards are derived from within the individual. For a healthcare employee this could mean taking pride and feeling good about a job well done (e.g. providing excellent patient care). Extrinsic rewards pertain to rewards that are given by another person, such as a healthcare organization giving bonuses to teams of workers when quality and patient satisfaction are demonstrated to be exceptional. Senior Managers Senior Manager is a title given in a large company with...
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...Social Power and Dimensions of Power An essential part of management is influencing others to do their jobs well and achieve the organization goal. The influence of a manager depends on a variety of factors, and power is one of the factors that managers must know about it. Managers need to know different types of power that influence others to manage an organization. Power is crucial in the development of managers’ self confidence and willingness to support subordinates. The main purpose of this paper is to identify the major types of power that managers need to know, and to define the bases for classifying power in an organization such as that presented by John French and Bertram Raven. The authors have identified five distinct bases of power that will be elaborated on: legitimate, reward, coercive, expert and referent. Social Power The processes of power are pervasive, complex, and disguised in our society. Power can be defined in social science and politics as the ability to influence an individual’s behavior. Power is the ability to exercise influence (French and Raven, 1960). It is a tool that can lead to either positive or negative outcomes in an organization. In social psychology, it is usually defined in relational terms, and is called social power. Social power is defined as a capacity to modify others’ positions by providing resources or managing consequences. Recourse can be both material such as food, money, and economic opportunity and social such as knowledge...
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