102C FT 103C FT 104C FT 105C FT 106C FT 107C FT 108C Management Principles and Practices Mathematics and Statistics for Managers Accounting for Managers IT and E-Business Fundamentals Business Environment Organization Behavior and Processes Business Communication Business Legislation 1-2 3-4 5-6 7-8 9-10 11-12 13-14 15-16 COURSES AND SYLLABUS FOR SECOND, THIRD AND FOURTH SEMESTER SHALL BE COMMUNICATED LATER. 2 FT-101C MANAGEMENT PRINCIPLES AND PRACTICES Course Objective The objective
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After analysing Jess's role as manager of the Customer Engagement team I have come to the conclusion that in order for her to move forward and fulfil her role to the best of her ability she would benefit from using the following management and leadership theories. Management Theory – Rosemary Stewart This theory enables jobs to be examined in 3 important ways: The demands of the job – What job holder must do. The constraints – Limit what job holder can do. The choices – Indicate
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Development (HRD) is considered as a vital part of Human Resource Management and it is defined as "an organized learning experience within a given period of time with the objective of producing the possibility of performance change." HRD aims at overall development of human resources. HRD is more concerned with the training and development of employees. Human Resource Development (HRD) means to develop available manpower through suitable methods such as training, promotions, transfers and
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not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of selfstudy, education, training, and experience. This guide will help you through that process. To inspire your workers into higher levels of teamwork, there are certain things you must be, know and, do. These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills;
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structure, time scale and risk. They also differ in the way they relate to objectives, strategic is in the way of forming the objectives, whereas operational offers the way of achieving the objectives. Strategic Strategic decisions are made by top management; they normally take into consideration the organisations long term goals and tend to cover a larger time scale (5years or more). Strategic decisions cover a broader area and are not very specific in details. They are a higher risk, mainly in relation
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of retail management’s use of social power on corporate ethical values, employee commitment, and performance. Journal of Business Ethics, 97, 341-363.Retrieved from http://search.proquest.com.ezproxy.liberty.edu:2048/docview/821301766 The authors of this business journal explore the recent activities of today’s retail giants and how their ethical behavior affects their brand, objectives, performance and stakeholders. The authors investigate the origins of certain variables that affect the ethical
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leadership and motivation as we proceed through the report. * Trait studies of leadership Early studies on leadership focused on identifying the personality traits that contributed to success as a leader (Argyris, 1955; Mahoney et al., 1960). The underlying assumption in these studies, known as trait studies, was that successful leaders had innate qualities that could not be ‘learnt’, which made them different from non-leaders. In short, successful leaders were born, not made. Discussions of leadership
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3 ➢ Concept of Motivation 4 ✓ Nature of Motivation 5 ✓ Types of Needs 6 ✓ Motivation & behaviour 7 ✓ Motivation & performance 8 ✓ Role of Motivation
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What is communication? The discipline of communication focuses on how people use messages to generate meanings within and across various contexts, cultures, channels, and media. The discipline promotes the effective and ethical practice of human communication. Communication is simply the act of transferring information from one place to another. There are various categories of communication and more than one may occur at any time. Different categories of communication Spoken or Verbal Communication:
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provides facilitators who work with dysfunctional groups a road map, a way to identify where groups have gone wrong. Schwarz identifies three criteria for judging group success: performance, personal and process. If what the group produces meets or exceeds expectations (performance); if group members grow and develop through the group experience (personal) and if the group learns to work together (process), then the group has experienced some success. In addition, Schwarz identifies elements that are
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