kenyatta university Introduction to business and management Prof.Alex selel 2006 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 kenyatta university International Programmes in Economics, Management, Finance and the Social Sciences. Materials for these programmes are developed by academics at the kenyatta university School of Economics and Political Science (LSE). ContentsIntroduction1Aims
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management was considered as an art of ‘managing men’ and hence the term “manage-men-T.” management consisting of a significant number different functions to accomplish tasks successfully. In the other word, management is about ‘getting things done’. However, it is the way and the process of how achieve to targets or goals and it is in this regard that management is considered an art. COMMUNICATION:In some way, Rousseau (1972) pointed out “A real knowledge of things may be a good thing in itself
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Chapter 2: MANAGEMENT LEARNING PAST TO PRESENT CHAPTER 2 TAKEAWAY QUESTIONS 1. What can be learned from classical management thinking? 2. What are the insights come from the behavioral management approaches? 3. What are the foundations of modern management thinking? CHAPTER 2 LEARNING OBJECTIVES After completing this chapter, students should be able to: • State the underlying assumption of the classical management approaches. • List the principles of Taylor’s scientific
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Name: ___________________________ Test 3 Chapter 1 1. The pursuit of organizational goals efficiently and effectively by integrating the work of people through planning, organizing, leading, and controlling the organization's resources is called A. employment. B. management. C. career planning. D. competitive advantage. E. strategic planning. 2. A group of people who work together to achieve some specific purpose is/are called A. managers. B. employees. C. a team. D. an organization
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INTRODUCTION TO STRATEGIC MANAGENT 1.0 Introduction This chapter introduces the concept of strategic management and provides an overview of strategic management. This chapter is divided into six sections. The first section explains the evolution of the strategic management concept. This is followed by the second section on definition of strategic management. The third section describes the context in which strategic management takes place. This is followed by the fourth section which covers the
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A Gestão: Conceito, Funções, níveis ✓ Gestor: ALGUÉM QUE TRABALHE COM E ATRAVÉS DE OUTRAS PESSOAS, COORDENANDO AS SUAS ACTIVIDADES COM VISTA AO CUMPRIMENTO DE OBJECTIVOS ORGANIZACIONAIS. Níveis de Gestão: ( Níveis verticais de Gestão / Níveis do Gestor [pic] Gestor de topo: é responsável pelo conjunto de organização, definindo os objectivos que afectam o conjunto de organização. A este gestor corresponde o nível institucional, onde a gestão se caracteriza fundamentalmente
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bargaining about working terms and conditions with the trade union). Negotiation plays an important part of the manager's job because of his/her authority, responsibility and knowledge of information. 21 Evaluation of Mintzberg's role approach Mintzberg acknowledged that his categorisation of the ten roles was somewhat an arbitrary division of the manager's activities. It presented only one of the many possible ways of classifying the managerial roles. In practice, the ten roles are not isolated
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the controlling function of management. 13) When a manager performs the controlling function of management, he must monitor and evaluate performance. 14) Figurehead, leader, and liaison are all interpersonal managerial roles according to Mintzberg. 15) Disturbance handler is one of Mintzberg's interpersonal roles. 16) According to Robert L. Katz, managers need to have technical, human, and conceptual skills. 17) Technical skills become less important as a manager moves into
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Sharing Demand Signals: A New Challenge to Improve Collaboration within Supply Chains Karine Evrard-Samuel University Pierre Mendès-France Grenoble II, karine.samuel@upmf-grenoble.fr The purpose of this article is to provide an overview of collaborative demand planning. This article focuses on this practice particularly when information is shared in the downstream supply chain between a manufacturer and a retailer. We show how a manufacturing supply chain needs to be aligned with the retail supply
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Course Chapters Review Ch. 1,2,3,5,6,7,8, 13 & 16 (Chapter 11 on Leading and Leadership Development presented on 07/03 ) • Chapter 1 Overview • Work in the new economy is increasingly knowledge based, and people, with their capacity to bring valuable intellectual capital to the workplace, are the ultimate foundation of organizational performance. Challenges of working in the new economy • Today, individual and organizational success must be forged within workplaces that are constantly
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