WHAT IS MANAGEMENT? Management is a universal phenomenon. It is a very popular and widely used term. All organizations - business, political, cultural or social are involved in management because it is the management which helps and directs the various efforts towards a definite purpose. According to Harold Koontz, “Management is an art of getting things done through and with the people in formally organized groups. It is an art of creating an environment in which people can perform and individuals
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5. In 2010, PepsiCo appointed its first female CEO. ANS: F PTS: 1 DIF: Difficulty: Easy REF: 422 OBJ: LO: 13-01 NAT: BUSPROG: Analytic STA: DISC: Individual Dynamics KEY: Bloom's: Knowledge 6. Because employees with different backgrounds bring different options and ideas to the table, a diverse workforce may lead to increased conflict, anxiety, and misunderstanding. ANS: T PTS: 1 DIF: Difficulty: Moderate REF: 423 OBJ: LO: 13-02 NAT:
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IIBM Institute of Business Management HUMAN RESOURCE MANAGEMENT www.iibmindia.in Subject: HUMAN RESOURCE MANAGEMENT Credits: 4 SYLLABUS Introduction to Human Resource Management Introduction: Nature, Philosophy, Need, Objectives and Evolution of Human Resources Management; HRM Functions; HRD Concept; HRD Strategy; HR Responsibilities; Environmental Factors of HRM: Environmental Factors, Challenges to HRM. Concepts and Process of Human Resource Planning Human Resource Planning:
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Essentials of Strategic Management Authors: David Hunger & Thomas. L. Wheelen Book Review by Asik Kathwala © www.hrfolks.com All Rights Reserved 1 The Essentials of Strategic Management “The Essentials of Strategic Management” provides us with a short, concise explanation of the most important concepts and techniques in strategic management. It is a rigorous explanation of many topics and concerns in strategic management. These concepts are clearly explained by citing various examples.
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Operational Level Paper E1 ENTERPRISE OPERATIONS (REVISION SUMMARIES) Chapter 1 2 3 4 5 6 7 8 9 10 11 12 Topic Organisations Corporate Responsibility and Ethics The International Economy Information Systems Managing Information Systems Operations Management Quality Management Marketing Buyer Behaviour Human Resource Management Management Theory and Motivation The Legal Environment Page Number 3 13 17 27 35 45 55 61 73 79 93 101 E1 revision summaries 1 E1 revision summaries 2 Chapter
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Schools of Management Thought SCHOOLS OF MANAGEMENT THOUGHT Structure 4.0 Objectives 4.1 Introduction 4.2 Historical Perspective 4.3 Theory in Management 4.4 Classification of Management Theories 4.5 Classical Management Theory 4.5.1 Scientific Management 4.5.2 Administrative Management 4.5.3 Bureaucratic Organization 4.5.4 Criticisms on Classical Management Theory 4.6 Neo-Classical Theory 4.6.1 Human-Relations School 4.6.2 Behavioural Schools 4.7 Modem Management Theory 4.7.1 Systems
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recruitment sources are: 24 3.2 Internal recruitment 24 3.3 External recruitment 25 3.4 Recruitment process 26 4. EMOTIONAL BEHAVIOR IN ORGANIZATIONS 27 4.1 Frustration and Anxiety 27 The specific goals are to help organizations, managers, and employees 27 Understanding the Causes of Conflict 28 4.2 Stress – Strain and Pressure 30 4.3 Drug use in the Industry 32 The Benefits of Going Drug-Free 32 U.S. Department of Labor 34 5. JOB EVALUATIONS 35 5.1 Evaluation Overview 35 The Challenge:
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training: • To improve the current job performance of employees • To familiarize employees with the policies and procedures of the organization. • To enhance the creativity, adaptability and versatility of the employees and to facilitate learning at the work place • To prepare employees for future job. • To change the skills, knowledge and attitudes of the employees on a permanent basis. • To help employees manage their careers. • To maintain knowledgeable work
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IB 2-4 Tasks 1-2 Week 1 Jones: Chapter 2 – Basic Challenges of Organizational Design Differentiation - differentiation = process by which an organization allocates people and resources to organizational tasks and establishes the task and authority relationships that allow the organization to achieve its goals à process of establishing and controlling the division of labor/the degree of specialization o necessary because of increased complexity with growth Organizational roles
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management and employees at Greenscape. 8 LO2. Right Boss, Wrong Company. 9 2.1 Leadership styles of Max Worthy and Brenda. 9 2.2 Managerial perspectives. 10 2.3 Differences in managerial and leadership approaches of Hogan and Worthy in running Fancy Footwear. 11 LO3. More Than a Pay Cheque. 13 3.1 Leadership in the company affecting the motivational level of Gibson? 13 3.2 Maslow’s Motivator-Hygiene affecting theory Gibson’s motivation. 14 3.3 Why ‘motivation’ of employees is so important
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