FIRST SEMESTER Course : 1: Principles of Management Introduction: - Concept of Management, Scope, Functions and Principles of Management, Evolution of Management thought. 2. Planning: - The Process of Planning, Objectives, Policy and Procedures, Forecasting and Decision Making. 3. Organizing: - Meaning, Importance and Principles, Span of Management, Centralization and Decentralization, Patterns of Organization, Line and Staff Relationships. 4. Staffing: - Nature & Scope of Staffing, Manpower Planning
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TABLE OF CONTENTS Sr. Content Page no No 1. INTRODUCTION 6 1.1 Abstract 1.2 Problem Definition 1.3 Scope of Project 2. REVIEW OF LITERATURE 8 3. SOFTWARE REQUIREMENT SPECIFICATION 18 4. EXISTING SYSTEM 22 5. PROPOSED SYSTEM 26 6. TIMELINE CHART OF PROJECT` 32 7. FUTURE SCOPE
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KENYATTA UNIVERSITY OPEN LEARNING PROGRAMME DEPARTMENT OF ACCOUNTING AND FINANCE UNIT CODE: BAC 502: UNIT TITLE: FINANCIAL MANAGEMENT Course Lecturer: F. Abdul LESSON ONE INTRODUCTION 1.1. What is Financial Management Financial management can be defined as the management of the finances of an organisation in order to achieve the financial objectives of the organization. The usual assumption in financial management for the private sector is that the objectives for the company is to maximize
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Study Plan for FNC1 Financial Accounting Concepts and Procedures – Chapters 1-4 and Chapter 10 1. Understand Basic Accounting Concepts and Principles 2. Know what items are shown on a Balance Sheet, Income Statement, and Statement of Owners Equity a. Items shown on Balance Sheet shows a companies: i. Assets ii. Liabilities iii. Stockholder's (or owner's) equity b. Items shown on Income Statement: i. The income statement shows revenues ii. Expenses iii. Gains and losses iv. It does
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Project Management Project Management Assembled by Carter McNamara, MBA, PhD | Applies to nonprofits and for-profits unless noted Leaders Circles peer-training/coaching groups (nonprofits) | Authenticity Circles peertraining/coaching (for-profits) First-timers | Library home page | Library index of topics | Contact us Project management is a carefully planned and organized effort to accomplish a specific (and usually) one-time effort, for example, construct a building or implement a new
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PROCESS MANAGEMENT Companies begin the process of organizing operations by setting competitive priorities. That is they must determine which of the following eight priorities are to be emphasized as competitive advantages: 1. Low-cost operations 2. High performance design 3. Consistent quality 4. Fast delivery time 5. On-time delivery 6. Development speed 7. Product customization 8. Volume flexibility Although all eight are obviously desirable
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Development ■ Performance Management Implementation ■ September 2011 table of contents FOREWORD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 contents CHAPTER 1 PERFORMANCE MANAGEMENT: BACKGROUND AND CONTEXT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Employee Performance Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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identifying and understanding the strategies adopted by companies for their information systems. Scientific Planning Successful management relies on careful coordination, often using scientific methods in project planning. For example, critical path analysis allows us to identify which tasks in a project will take the longest or adversely affect the length of other tasks, permitting us to focus on those tasks. Computer models can also help we determine utilization and recommend more effective usage. In
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1 K&J BAKERY INC. A SIMPLIFIED MANAGEMENT ACCOUNTING PROJECT Raymond J Elson, DBA, CPA Associate Professor of Accounting Langdale College of Business Valdosta State University Valdosta, GA 31698 229-219-1214 (office) relson@valdosta.edu Stephen M. Rice, MAcc Langdale College of Business Valdosta State University Valdosta, GA 31698 smrice@valdosta.edu Tracey McGregor Graduate Student Langdale College of Business Valdosta State University Valdosta, GA 31698 smrice@valdosta.edu
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Wheatley’s insight was that leadership was a process, rather than a state (Wheatley, M., 2006). It is organic and ever evolving (Wheatley, 2006). It develops from within and radiates out to inspire others to solve problems according to their individual talents, instead of directing them to just follow orders (Wheatley, 2006). Leadership, in this respect, is establishing the playing field for organizational action, not directing it. If business were like football, leadership would be the field
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