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Management and Supervision
Management is making a business run efficiently and strategy is making sure that you are in a great position not only for today, but in the future.
4,076 Questions
What is the function in project management?
To achieve the project's stated objectives within the resource limitations given.
What is a general administration department?
A non-specific department in a company, handling general business affairs and, perhaps including Human Resources and Accounting Depts, but not Engineering, Quality Control, Shipping, Receiving etc.
Management is what managers do justify?
Within organisations and human activities that require cohesion and interaction every one must have a role and responsibilities, in order to accomplish the desired task/objective. Management comprises of the defining, planning, monitoring, controlling and delivery of all the activities that are necessary to accomplish the objective.
The variances that should be investigated by management include?
should all variances be investigated
What are the advantages of formal project management over the informal project management?
}Better control of financial, physical, and human resources
}Improved customer relations
}Shorter development times
}Lower costs
}Higher quality and increased reliability
}Higher profit margins
}Improved productivity
}Better internal coordination
}Higher worker morale
Which is part of the control step when there is a suspected uxo?
Use road barriers, cordon tape, other personnel, or any other means necessary.
What is the difference between engineering project management and project management?
Take "Project management." First, there has to be a Project. That generally involves all of the disciplines that will be necessary to do market wants and needs and competition assessment, available plant/organizational resources, available facilities (space, power, laboratory, computer, etc), available manpower in the various disciplines that will be needed to implement any Project concept, and so on. Typically, no "Project Management" people will be involved in the decision to commit to a Project, and the definition of its specifications, time, manpower, available resources and funding. Typically in making these decisions and allocations, one or more key engineers and other disciplines who will be involved in the physical implementation of the process will have been involved in the decision process. At some point, not point exactly but rather time frame, key leaders will be assigned for the technical and implementation areas, and a Project Manager will be specified to essentially coordinate the way in which these groups communicate and are given and use resources. Any actual time and results schedules and/or benchmarks are normally formed by the PM after coercing the elements that form an overall schedule from the individual discipline leaders. This involves a great deal of communication skill and organizational understanding and correlation. The PM doesn't have much actual power, that resides in the person or persons who made the final decision to do the project and the PM can only exercise influence on them. This again involves considerable communication and presentation skill, and psychology, but not actual power. Not a lot of actual engineering or technical skill is required by the PM, but it essential he understand the overall objectives and resources, and can understand the significance of the team making or not making the various benchmarks.
Now take Engineering Management. In many ways, each of the technical discipline Managers function much like the PM, only in their specific disciplines. That is, they pick their staff from those top management makes available, assign the key staff responsibilities for key results necessary to accomplish their part of the team effort, allocate their resources according their best judgment, and work out time schedules with benchmarks that will result in their overall part of the project being accomplished. After that, they really leave their engineers and technical people alone to do their job, subject to meeting benchmarks. EMs do have real power, they can remove or advance their key people. But, they rarely do real engineering in the sense of doing the math/physics/programming/research/experi… etc themselves. Even more rarely do they have the skill to do so very well.
How should the managers of Lily handle this issue?
The managers of Lily should first conduct a thorough assessment of the issue to understand its root causes. They should facilitate open communication with employees to gather feedback and insights, ensuring that everyone feels heard. Based on this information, they can develop a strategic plan to address the problem, which may include training, resource allocation, or policy changes. Finally, it's essential to monitor the situation and adjust their approach as needed to ensure long-term resolution.
What is the max weber bureaucratic principles of management in modern organization?
Before covering Weber's Six Major Principles, I want to describe the various multiple meanings of the word "bureaucracy."
1. A group of workers (for example, civil service employees of the U. S. government), is referred to as "the bureaucracy." An example: "The threat of Gramm-Rudman-Hollings cuts has the bureaucracy in Washington deeply concerned."
2. Bureaucracy is the name of an organizational form used by sociologists and organizational design professionals.
3. Bureaucracy has an informal usage, as in "there's too much bureaucracy where I work." This informal usage describes a set of characteristics or attributes such as "red tape" or "inflexibility" that frustrate people who deal with or who work for organizations they perceive as "bureaucratic."
As you read about the bureaucratic form, note whether your organization matches the description. The more of these concepts that exist in your organization, the more likely you will have some or all of the negative by-products described in the book "Busting Bureaucracy."
In the 1930s Max Weber, a German sociologist, wrote a rationale that described the bureaucratic form as being the ideal way of organizing government agencies.
Max Weber's principles spread throughout both public and private sectors. Even though Weber's writings have been widely discredited, the bureaucratic form lives on.
Weber noted six major principles.
1. A formal hierarchical structure
Each level controls the level below and is controlled by the level above. A formal hierarchy is the basis of central planning and centralized decision making.
2. Management by rules
Controlling by rules allows decisions made at high levels to be executed consistently by all lower levels.
3. Organization by functional specialty
Work is to be done by specialists, and people are organized into units based on the type of work they do or skills they have.
4. An "up-focused" or "in-focused" mission
If the mission is described as "up-focused," then the organization's purpose is to serve the stockholders, the board, or whatever agency empowered it. If the mission is to serve the organization itself, and those within it, e.g., to produce high profits, to gain market share, or to produce a cash stream, then the mission is described as "in-focused."
5. Purposely impersonal
The idea is to treat all employees equally and customers equally, and not be influenced by individual differences.
6. Employment based on technical qualifications
(There may also be protection from arbitrary dismissal.)
The bureaucratic form, according to Parkinson, has another attribute.
7. Predisposition to grow in staff "above the line."
Weber failed to notice this, but C. Northcote Parkinson found it so common that he made it the basis of his humorous "Parkinson's law." Parkinson demonstrated that the management and professional staff tends to grow at predictable rates, almost without regard to what the line organization is doing.
The bureaucratic form is so common that most people accept it as the normal way of organizing almost any endeavor. People in bureaucratic organizations generally blame the ugly side effects of bureaucracy on management, or the founders, or the owners, without awareness that the real cause is the organizing form.
Project Context is the main one. Projects are never undertaken in a vacuum, and an appreciation of the context around projects, programmes, business strategy and the market can help you appreciate and plan effective future strategies. People tend to concentrate on the hard project issues (e.g. technical challenges, supply chain, construction, integration and delivery) and often forget the softer issues (e.g. people, skills, values, processes and procedures, ways of doing business, motivation, leadership) and completely miss either the bigger picture things (e.g. political pressures, local/national/world economic impacts, sociological changes, disruptive and emerging technologies, legal changes or environmental issues, market saturation/trend/direction) or the knives closer to home (e.g. fellow workers stabbing you in the back, bosses taking your ideas, business not ready for new ideas). The world is full of good ideas that didn't get off the ground or people stubbornly thinking their strategy is the best and only one/way. I think the key to good and effective strategic management is constantly questioning yourself, learning from your mistakes and from other people's mistakes, and a willingness to take innovative ideas forward, but always willing to adapt them to suit the bigger picture and keep your customers happy. It is a journey and not a destination, so you always need to strive to be better, and not sit back and be complacent.
List two characteristics of Human Resource Management?
the two main characteristic of hrm -
1. to realize the employees self actualization and self motivation to the fullest.
2.to recruit employees well trained and well motivated so that the organization and employees both are benefited
Non fradulent trade is trade which results in everyone getting what they expected.
Role of a team leader in a quality department in bpo?
A team leader role in quality department is very important. The team leader should enhance his team's productivity, and he can judge team members' positive and negative points and help them to bring them on a perfect curve.
What are the attributes of a manager?
The job (role) of a project manager is extremely challenging and thereby exciting. Depending on the organizational structure of your organization, you may be reporting to a functional manager, a program manager, a portfolio manager, or to some other manager or executive. Nevertheless, it is your responsibility to work with your team and other relevant individuals and groups, such as program managers and portfolio managers, to bring all the pieces together and make the project happen i.e., to achieve the project objectives.
To do this, you need a range of skills and capabilities. They are:
1. Communication
2. Negotiation
3. Problem Solving
4. Influencing
5. Leadership
How management of a mnc cope with cultural differences?
lun pa charo salo is ka jwab ksi gashti k pas hi mily ga dhooond dhong k bund
PHAT PHUT gai haaur hum WAR WUR gye ha
Why are employees reluctant to accept delegation?
Employees may be reluctant to accept delegation due to a lack of confidence in their abilities to complete the assigned tasks effectively. They may also fear being held accountable for mistakes or perceive it as an additional burden on their workload. Additionally, if there is insufficient trust in the leader’s judgment or support, employees might hesitate to take on delegated responsibilities. Finally, past negative experiences with delegation can create apprehension about new tasks being assigned.
What are the different types of management theories?
system management
chaos theory
freedom-based management theory
contingency theory
What other planning tools and techniques might be useful to Andrew Friedman as he oversees and directs
the team's operations? Be specific.
What is the Difference between memory management ans device management?
- Memory Management.
The kernel of a computer will have full access to the system's memory and is required to allow any processes to access this memory when needed. To do this, the kernel carries out virtual addressing. Within virtual addressing it is possible to make a given physical address to appear as a virtual address, i.e. Another address. These virtual address spaces are different for different processes.
The memory that is processed to access one virtual address may be different to the memory that a process accesses at the same address. These spaces allow ever program on the computer to run as if it is the only one and stops these applications from crashing each other. Virtual addressing can also be used to create virtual partitions of memory in disjointed areas. One of these areas will be reserved for the kernel and other for applications.
- Device Management.
Device drivers, processed by the kernel, are used in order to control the peripherals that are connected to the computer. These peripherals need to be accessed by processes to perform useful functions. A list of the available devices is maintained by a kernel and is either known in advance, configured by the user or detected by the operating system at run time.
Device management is a very operating system specific topic and each of the drivers is handled differently by the different kinds of kernel design. The thing that they all have in common is that the kernel is required to provide the input output to allow drivers to access their devices.
These two different facilities within the kernel of a computer are used alongside process management and system calls to help the kernel carry out its role within the system.
