MANAGEMENT STYLES AND LEADERSHIP CHARACTERISTICS MANAGEMENT VERSUS LEADERSHIP “Management is doing things right; leadership is doing the right things”. Peter F. Drucker Accordingly of this definition, leadership and management are not the same, but they are complimentary and have to go hand in hand.. Their separation could cause more problems than it solves
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[pic] ← Associate from Insurance Institute of India with over 4 years of experience in managing the complete scope of Operations involving Customers Service, HR Initiatives, Admin, MIS Preparation, Internal Control, Liaison & Coordination and Team Supervision. ← Currently associated with Birla Sunlife Insurance Co. Ltd., Location: Nasik as Senior Branch Operation & Sales and Support + Group Leader in Sales Support Staff for Mumbai & Aurangabad Region.) ← Talent for proactively identifying
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Internal and External Staffing/recruitment Employee Orientation and Socialisation 19 Development • • • • Training of Employees Management Development Career Development Knowledge Management 20 Motivation • Job Design • Performance Management • Rewards and Compensation • Job Evaluation • Discipline 21 Maintenance/Retention • • • • Commitment Employee safety and Health Employee Relations Industrial Relations 22 Human Resource Management Functions
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concept of Customer Relationship Management has a broader focus of not only serving the customer but also creating the customer and retaining him for measurable and substantial returns. CRM is a vast subject where the concept of one to one marketing is supported by Database Marketing. MAURYA SHERATON DEFINES CRM AS “Customer Relationship Management is a process of managing customer relations in an organized way”. They aim at managing “each moment of truth” that is experienced
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DEVELOPMENT PROCESS AND PROJECT INTEGRATION MANAGEMENT Human Resources Management System Project Master of Science in Information Technology TS5990 – Integrative Project Capella University Prepared by Monica Macedon Presented to Instructor - Professor Sharon Gagnon November 26, 2005 Contents Page Abstract 3 Purpose
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|Assignment | |STUDENTENOMMER: | | |STUDENT NUMBER : | | |VAN :
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groups, teams, and the future of the company. There are three complex goals the COO must achieve in nine months as stated earlier. Therefore, the Goal-Setting Theory is recommended for restructuring the department. Edwin Locke proposed that intentions to work toward a goal are a major source of work motivation. That is, goals tell an employee what needs to be done and how much effort will need to be expended. The evidence strongly supports the value of goals. Specific goals increase performance; difficult
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The Six Sigma Handbook Revised and Expanded A Complete Guide for Green Belts, Black Belts, and Managers at All Levels THOMAS PYZDEK McGraw-Hill New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2003 by The McGraw-HIll Companies, Inc. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced
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JDT2 Human Resources Task 3 Performance Appraisal System “Presenter’s Notes” Western Governor’s University Grace H. Kwasman April 8, 2014 Introduction “The bottom line in leadership isn't how far we advance ourselves but how far we advance others.” John C. Maxwell Performance Appraisal Systems Performance appraisal is a process by which the job performance of an employee is evaluated. It is a part of employee’s professional development and consist of regular reviews
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knowledge or process which manager can use to achieve organisations target. Understanding of organisation behaviour can help managers to help make good performance in organisation. In organisational behaviour, the study of organisation is important as well to acquire particular target with human behaviour. The huge amount of people gets together or controlled on distant line and set up a particular goal. The investigation Robbins (2004), states that to perform effectively about the process or behave
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