Table of Contents INTRODUCTION 3 RECRUITMENT 4 Defining the role 4 Job analysis 4 Job Description 4 Job Specification 4 Attracting applications 5 Managing selection process 6 Application format 6 Dealing with applications 6 Selecting candidates 6 Making an appointment 6 Employment offer 7 TRAINING 8 Importance of training 8 Training options 9 Training content 10 RENUMERATION 11 Importance of remuneration 11 Remuneration package for sales staff 12 Remuneration package for technical
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the appropriateness of the organizational goals chosen by managers. A. True B. False 2. A major part of the middle manager s job is to find the best way to use resources to achieve goals. A. True B. False 3. | A major responsibility of top managers is to establish organizational goals. A. | True | B. | False | | 4. | How to allocate organizational resources to attain goals is part of the organizing process. A. | True | B. | False | | 5. | The figurehead role is
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Adverse actions of governments that might expropriate or excessively restrict or tax an organization’s assets and activities. Technological Risks - Failure to keep pace with changes in production or in operating techniques. Risk Manager’s Fundamental Concern (say some) Is the organization’s overall capacity to cope with losses, regardless of whether those losses stem from fires, lawsuits, or poor business decisions in managing speculative risks. Comprehensive risk management
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models, counselors, social entrepreneurs, and political advocates. They nag, cajole, prod, and encourage clients. They pressure institutions to act responsibly or lubricate the gears between institutions. They make referrals, and monitor client fit. They deal with the client’s family life, work and school; social services and public institutions. They alter client behaviors strengthen client capacity to exercise self-determination and autonomy. With all those responsibilities, there is till the
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achieved by fostering a worldly view of management rather than a global one (Gosling & Minztberg, 2003). A worldly view of management allows managers to be accountable not only locally but also worldly (Gosling & Minztberg, 2003). It becomes then the responsibility of the manager to manage all sort of diverse groups of individuals at often remote locations. It must also be understood that managing diversity and with worldly mind-set not only means managing ethnically diverse groups, it also extends to age
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This essay will describe the concept of managerial decision-making. It will look specifically at the ‘Rational Decision-Making Model’, exploring the shortcomings of this approach, and will suggest possible ways a manager could overcome these issues when striving to make a rational decision that will bring benefit to an organisation. Throughout this essay, empirical research and examples from academic literature will be presented to illustrate the discussion. Decision-making is arguably the single
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roles of a manager. Henry Mintzberg (theorist) identifies that there are not only responsibilities expected from managers, but these can also be put into 10 roles for managers to follow. These roles are: * Monitor – Look at work-related information * Disseminator – Communicates information within the business * Spokesperson – Communicates information outside the business * Figurehead – Carries out social and legal jobs * Leader – Aims at motivating subordinates, selecting and training
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face-to-face level language differences can be the most prominent barrier to communication and therefore to cooperation and coordination. First, less effort is often made to learn other languages and their associated cultures, which normally limits a manager’s understanding of foreign colleagues, workers, or customers. Second, the assumption is often made that once the language barrier is broken cultural differences are also removed, whereas these may remain, causing miscommunication and misinterpretation
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Introduction and Background The business drivers for change in the next decades will be more numerous than in the past. There will be challenges from global expansion, new technologies and new business models. What is clear is that the successful organisation of the 21st century will have to be an agile workforce with ability to embrace and thrive on change. Change management is therefore a critical focus area for Leaders and Managers of visionary organisations. Drivers for Change The drivers
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Q. Is management an art, or a science or both? Can managers be developed? What are some of the characteristics of successful managers? In order to be able discuss whether management is an art or a science we need to define what ‘management’, ‘art’ and ‘science’ are. Management is a set of activities (including planning and decision making, organizing, leading, and controlling) directed at an organization's resources (human, financial, physical, and information) with the aim of achieving organizational
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