entrepreneur. Some entrepreneurs do not want to grow their ventures, choosing instead to pursue other interest, spend more time with family or develop other business activities. 10.1 OBJECTIVES After going through the lesson you should be able to: • Explain the meaning and need for growth • Discuss the benefits and
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Why are people important to a business? Assets are necessary for any business to operate. The roles that people play within the business are critical to its success. However lots of managers say that a business’s employees are the most important assets that an enterprise has. This is because: Employees can be creative and can have original ideas that others may not have which could attract more people to the company as lots of people like something new. Employees must also have creativity skills
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PRINCIPLES OF MANAGEMENT SHORT QUESTIONS AND ANSWERS UNIT: I 2 MARKS 1. Define Management. According to KOONTZ & WEIHRICH, “Management is the process of designing and maintaining of an environment in which individuals working together in groups efficiently accomplish selected aims”. “Management is the art of getting things through and with people in formally organized groups”. Ex: Human Resource Management, Financial Management. 2. Is Management - an art or science? Managing as practice
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Organizational Behavior Overview Organizational behavior seeks to explain the function of complex organizations and predict the outcomes of changes to their components or underlying dynamics. It is most often applied to private-sector businesses, but it can also be used to describe the dynamics of government agencies, religious organizations and even municipalities. The study of organizational behavior requires a multi-disciplinary approach that draws upon decades’ worth of sociological and psychological
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AS/A Level GCE GCE Physical Education OCR Advanced Subsidiary GCE in Physical Education H154 OCR Advanced GCE in Physical Education H554 version 2 – February 2008 Vertical black lines indicate a significant change to the previous printed version. © OCR 2008 QAN 500/2591/0 QAN 500/2587/9 Contents 1 About these Qualifications 4 1.1 6 The Four-Unit Advanced GCE 6 1.3 Qualification Titles and Levels 6 1.4 Aims 7 1.5 2 The Two-Unit AS
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SYLLABUS INDIAN BUSINESS ENIRONMENT MBA–2nd SEMESTER, M.D.U., ROHTAK External Marks : 70 Time : 3 hrs. Internal Marks : 30 UNIT-I Nature, components and determinatnts of business environment; basic nature of Indian economic system; relation size and growth of public and private corporate sector, social responsibility of business; broad features of India's now economic policy. UNIT-II Trend and pattern of industrial growth; review of industrial policy developments; industrial licensing policy;
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EVOLUTION OF TRENDS IN FLEXIBILITY………………………………………………………………….9 4.5 THE REGULATORY AND INSTITUTIONAL FRAMEWORK OF THE EMPLOYMENT RELATIONSHIP……………………………………………………………………………………………………..12 4. MANAGING FLEXIBILITY AND WORK-LIFE BALANCE: CULTURAL FACTORS AN HR MANAGER NEEDS INSIGHT INTO, IN ORDER TO UNDERSTAND THE FLEXIBILITY AND WORK-LIFE BALANCE TRADE-OFFS THAT ARE PREFERRED IN ANY PARTICULAR COUNTRY…………………………………………………………………………………………………………………..16 5. GIVEN THE IMPERATIVES OF MODERN CAPITALISM
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Introduction to business and management J. Timms MN1107, 996D107, 2790107 2011 Undergraduate study in Economics, Management, Finance and the Social Sciences This is an extract from a subject guide for an undergraduate course offered as part of the University of London International Programmes in Economics, Management, Finance and the Social Sciences. Materials for these programmes are developed by academics at the London School of Economics and Political Science (LSE). For more information
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product, service and company names referred to in this publication, many of which are trade names, service marks, trademarks or registered trademarks. All materials internally quality assessed by the University of Sunderland and reviewed by academics external to the University. Instructional design and publishing project management by Wordhouse Ltd, Reading, UK Copyright © 2014 University of Sunderland ii Contents vi Introduction Unit 1 1 2 5 7 Concepts, models and theories 20 Introduction 2
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STUDENT NAME (print): Manal Al Aswad | PROGRAMME START DATE: March 2014 | PROGRAMME TITLE: CHRP | COURSE LOCATION: Abu Dhabi | PERSONAL TUTOR: Tim | ASSIGNMENT TITLE: (3MER) Supporting Good Practice in Managing Employee Relations | SUBMISSION: 1ST 4th Extension (delete) | DATE OF SUBMISSION: April 20, 2015 | Before submitting your work to www.bradfield.co.uk please read the following statements and tick the appropriate box to show that you have understood and completed
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