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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
The duties of an administrative manager?
In general, tasks typically involve: * arranging travel; * organising meetings and appointments; * delegating work and workload planning; * ordering stationery; * dealing with post and emails; * writing reports; * supervising the work of clerical and secretarial staff, monitoring the workload and work rate; * liaising with members of the senior management team; * keeping personnel records; * organising the recruitment of new staff; * chairing meetings; * controlling the office budget; * dealing with complex queries and complaints on the telephone, by email and in person; * conducting appraisals and maintaining appraisal records; * administering payroll systems; * discussing problems with staff; * dealing with a wide range of human resource issues; * meeting with senior managers to review office performance; * devising and conducting induction programmes; * ordering office furniture; * organising office maintenance and repair work; * supervising the implementation of new office systems; * arranging for health and safety equipment to be tested on a regular basis; * reviewing and updating health and safety policies. In addition doing everything that does not fall under anyone else's Job Description. I know because I work as an Administration Manager!
Why it is necessary to calculate equivalent units of production in a process costing environment?
Because unit costs are computed by departments or processes at fixed time intervals.
What are the different type of management?
Many organizations have multiple levels of management; top management, middle management, and first-line, or supervisory management.
How does one decide who is and who is not a manager in a given organization?
Generally, if someone assigns work to others, and/or supervises the work of others, and/or is responsible for completing performance reviews to evaluate the work of people who "report to them", then they are a manager. However, some companies give the title Manager to someone who does not meet any of these criteria as a way of putting them into a job title that has a salary range adequately high so as to convince the person to accept the job, even though they are not actually managing/supervising other employees.
Global strategy as defined in business terms is an organization's strategic guide to globalization. A sound global strategy should address these questions: what must be (versus what is) the extent of market presence in the world's major markets? How to build the necessary global presence? What must be (versus what is) the optimal locations around the world for the various value chain activities? How to run global presence into global competitive advantage? [1] Academic research on global strategy came of age during the 1980s, including work by Michael Porter and Christopher Bartlett & Sumantra Ghoshal. Among the forces perceived to bring about the globalization of competition were convergence in economic systems and technological change, especially in information technology, that facilitated and required the coordination of a multinational firm's strategy on a worldwide scale. [2] [3] A global strategy may be appropriate in industries where firms are faced with strong pressures for cost reduction but with weak pressures for local responsiveness. Therefore, it allows these firms to sell a standardized product worldwide. However, fixed costs (capital equipment) are substantial. Nevertheless, these firms are able to take advantage of scale economies and experience curve effects, because it is able to mass-produce a standard product which can be exported (providing that demand is greater than the costs involved). Global strategies require firms to tightly coordinate their product and pricing strategies across international markets and locations, and therefore firms that pursue a global strategy are typically highly centralized.[3] Global strategy as defined in business terms is an organization's strategic guide to globalization. A sound global strategy should address these questions: what must be (versus what is) the extent of market presence in the world's major markets? How to build the necessary global presence? What must be (versus what is) the optimal locations around the world for the various value chain activities? How to run global presence into global competitive advantage? [1] Academic research on global strategy came of age during the 1980s, including work by Michael Porter and Christopher Bartlett & Sumantra Ghoshal. Among the forces perceived to bring about the globalization of competition were convergence in economic systems and technological change, especially in information technology, that facilitated and required the coordination of a multinational firm's strategy on a worldwide scale. [2] [3] A global strategy may be appropriate in industries where firms are faced with strong pressures for cost reduction but with weak pressures for local responsiveness. Therefore, it allows these firms to sell a standardized product worldwide. However, fixed costs (capital equipment) are substantial. Nevertheless, these firms are able to take advantage of scale economies and experience curve effects, because it is able to mass-produce a standard product which can be exported (providing that demand is greater than the costs involved). Global strategies require firms to tightly coordinate their product and pricing strategies across international markets and locations, and therefore firms that pursue a global strategy are typically highly centralized.[3]
Explain managerial roles and managerial skills?
Management roles and skills.
Managerial Roles
To meet the many demands of performing their functions, managers assume multiple roles. A role is an organized set of behaviors. Henry Mintzberg (1973) has identified ten Sub roles common to the work of all managers. The ten roles are divided into three groups: interpersonal, informational, and decisional.
According to Mintzberg (1973), managerial roles are as follows:
1. Informational roles
2. Decisional roles
3. Interpersonal roles
1. Informational roles: This involves the role of assimilating and disseminating information as and when required. Following are the main sub-roles, which managers often perform:
a. Monitor-collecting information from organizations, both from inside and outside of the organization.
b. Disseminator-communicating information to organizational members
c. Spokesperson-representing the organization to outsiders
2. Decisional roles: It involves decision making. Again, this role can be subdivided in to the following:
a. Entrepreneur-initiating new ideas to improve organizational performance
b. Disturbance handlers-taking corrective action to cope with adverse situation
c. Resource allocators-allocating human, physical, and monetary resources
d. Negotiator - negotiating with trade unions, or any other stakeholders
3. Interpersonal roles : This role involves activities with people working in the organization. This
is supportive role for informational and decisional roles. Interpersonal roles can be categorized
under three subheadings:
a. Figurehead-Ceremonial and symbolic role
b. Leadership-leading organization in terms of recruiting, motivating etc.
c. Liaison-liasoning with external bodies and public relations activities.
Management Skills
A manager's job is varied and complex. Managers need certain skills to perform the duties and activities associated with being a manager. What type of skills does a manager need? Robert L. Katz (1974) found that managers needed three essential management skills
1. Technical
2. Human
3. Conceptual
Technical skills: The ability is to apply specialized knowledge or expertise. All jobs require some specialized expertise, and many people develop their technical skills on the job. Vocational and on the job training programs can be used to develop this type of skill.
Human Skill : This is the ability to work with, understand and motivate other people (both individually and a group). This requires sensitivity towards others issues and concerns. People, who are proficient in technical skill, but not with interpersonal skills, may face difficulty to manage their subordinates. To acquire the Human Skill, it is pertinent to recognize the feelings and sentiments of others, ability to motivate others even in adverse situation, and communicate own feelings to others in a positive and inspiring way.
Conceptual Skill : This is an ability to critically analyze, diagnose a situation and forward a feasible solution. It requires creative thinking, generating options and choosing the best available option. A mark of a good leader is to be able to provide consistent motivation to his team encouraging them to attain excellence and quality in their performance. A good leader is always looking for ways to improve production and standards. Here are six management skills you can develop as a leader in working to create a quality effective team.
1. Observation
This is an important aspect that often gets neglected due the demands on a leader's time and schedule. Observation and regular visits to the work environment are a priority and should be scheduled into the calendar. Observing employees at work, the procedures, interaction and work flow is foundational to implementing adjustments to improve results. To have credibility, a leader needs to be seen and be known to be up to date with what is happening in the work place.
2. Monitor Employee Performance
Employee performance needs to be monitored in mutually accepted ways. Policies and procedures need to be clear. Conferencing should be on a regular basis and not just when there is a problem. Assessments and evaluations should not be merely all formality or viewed a necessary paperwork to be done and filed away. Individual and group conferencing should be undertaken not only to monitor performance, but with the expectation of on going professional development and support. There should be frequent encouragement and clear criteria for on going goals both for the group and individual.
3. Implementation of Professional Development Programs
A good leader evaluates weaknesses and provides training and development strategies to strengthen the weaker skills in the team.
4. Demonstrates Working Knowledge and Expertise
Good leadership comes from a place of strong knowledge and experience of the production and process leading to results. If a leader does not possess all the expertise and knowledge personally, then regular consultations with experts involved in the departments should be held. This is important in order to maintain an accurate and informed overall picture.
5. Good Decision Making
Good leadership is characterized by the ability to make good decisions. A leader considers all the different factors before making a decision. Clear firm decisions, combined with the willingness and flexibility to adapt and adjust decisions when necessary, create confidence in the leadership.
6. Ability to Conduct and Evaluate Research
On going review and research is vital in order to keep on the cutting edge in business. While managing the present to ensure on going excellence in product and performance, a good leader is also able to look towards the future. Conducting and evaluating research is an important way of planning and being prepared for the future.
Excellent leadership is always pro active rather than reactive. By developing these six managerial skills builds a solid foundation for success.
What are the differences between domestic and global logistics operations?
Difference between Domestic & International Logistics can be said to arise mainly on account of the three major factors :
1) Logistic costs is International Business is much more higher than the domestic business
2) The Logistic Mechanics are much more complex in the context of international logistics than the domestic logistics
3) The political, cultural and institutional factors connected with international logistics are of considerable importance whereas these are usually not of much consequence in the context of domestic logistics.
not sure if this is what u're looking for, but Unilever is the manufacturer of dove products.
Use 3-5 words that best describes your professional experience?
Resume writers believe that describing your professional experience in active words rather than passive words will get your resume noticed. Using words like directed, created, correlated, and initiated will help your resume to stand out.
How coordination is the essence of management?
"Co-ordination is the Essence of Management." The meaning of this sentence implies, Co-ordination affects all the functions of management. In other words, Co-ordination affects Planning, Organising, Staffing, Directing, Communication, Leading, Motivating and Controlling.
Difference between performance appraisal and Performance management?
Performance appraisal is but only one part of the bigger process of performance management. So, the short answer is that performance appraisal (annual review, employee review) fits under performance management.
What are the features of a public limited company?
-Has continuous existence.
-They provide more information because they provide their own prospectus.
-They can sell their shares to the general public.
-Has limited liability for the shareholders.
-They raise more capital than private limited company.
-Public Limited Companies often have 'PLC' at the end of their name.
Difference between managerial and non-managerial roles?
In larger organizations, management is often broken down into three levels -- upper management, middle management and lower management. Upper management includes top executives who are highest on the management hierarchy. Middle management includes department managers and division managers, who are the communication link between upper and lower management. Lower management includes first-line managers and supervisors, who are on the bottom of the management hierarchy. In smaller organizations, there is often only one level of management between the non-managerial employees and the organization's leaders. Smaller organizations also generally have fewer managers than larger organizations.
Non-Managerial EmployeesNon-managerial employees are placed into categories according to their job functions. In an office environment, non-managerial job titles may range from administrative assistant to payroll specialist to computer technician.
What are the basic international business strategies that firm's can pursue?
effectiveness and learning
What is the core concept of Vertical Integration?
Vertical integration eliminates ALL middlemen. The classic example of vertical integration is for one organization to sow, grow and harvest the barley, ferment the mash, age the wort, then sell a customer the finished beer. No middlemen!!!
1 Explain the managerial roles and managerial skills?
Managerial Roles According to Mintzberg (1973), managerial roles are as follows: 1. Informational roles 2. Decisional roles 3. Interpersonal roles 1. Informational roles: This involves the role of assimilating and disseminating information as and when required. Following are the main subroles, which managers often perform: a. Monitor-collecting information from organizations, both from inside and outside of the organization b. Disseminator-communicating information to organizational members c. Spokesperson-representing the organization to outsiders 2. Decisional roles: It involves decision making. Again, this role can be subdivided in to the following: a. Entrepreneur-initiating new ideas to improve organizational performance b. Disturbance handlers-taking corrective action to cope with adverse situation c. Resource allocators-allocating human, physical, and monetary resources d. Negotiator - negotiating with trade unions, or any other stakeholders 3. Interpersonal roles : This role involves activities with people working in the organization. This is supportive role for informational and decisional roles. Interpersonal roles can be categorized under three subheadings: a. Figurehead-Ceremonial and symbolic role b. Leadership-leading organization in terms of recruiting, motivating etc. c. Liaison-liasoning with external bodies and public relations activities. Management Skills Katz (1974) has identified three essential management skills: technical, human, and conceptual. Technical skills: The ability is to apply specialized knowledge or expertise. All jobs require some specialized expertise, and many people develop their technical skills on the job. Vocational and onthejob training programs can be used to develop this type of skill. Human Skill : This is the ability to work with, understand and motivate other people (both individually and a group). This requires sensitivity towards others issues and concerns. People, who are proficient in technical skill, but not with interpersonal skills, may face difficulty to manage their subordinates. To acquire the Human Skill, it is pertinent to recognize the feelings and sentiments of others, ability to motivate others even in adverse situation, and communicate own feelings to others in a positive and inspiring way. Conceptual Skill : This is an ability to critically analyze, diagnose a situation and forward a feasible solution. It requires creative thinking, generating options and choosing the best available option.
Management should not be bound by culture. It is important that managers recognizes the culture and adapt to work within it.
What are the principles of effective office layout?
The followings are the principles of Office layout:1.Free flow of work,
2.Free movement and observation,
3.Effective supervision
4.Flexibility,
5.Maximum utilization,
6.Placement,
7.Lighting and Ventilation,
8.Service and facilities,
9.Safety,
1o. Appearance
Explain the differences between primary activities of an organisation and secondary activities?
Well the same ans i am also searching .. if any1 is gud ovr xplaining primary,secondary & tertiary acts. plz mail me at :- sonali91@in.com
Advantages and disadvantages of scientific management?
The advantage of scientific management is that it is effective and efficient. The disadvantage is that it is costly to train the personnel and install some systems.
What is the company of 100 associates?
the company of 100 associates is a company from the early 1600s that lasted until 1663 it was a french based company with of the spport of the king and 100 other assoicetes thus the name it had a monoply on the fur trade in most of north America as well
How are Work Breakdown Structure and project networks linked?
WBS and project networks are linked because project networks are developed from the WBS. Work packages from the WBS are used to build the activities found in the project network. Integration of the WBS and project network is crucial to effective project management. The project manager must be careful to guarantee continuity by having some people who defined the WBS and work packages developed the network activities.
