Management and Supervision

Strategic management is the art and science of formulating, implementing and evaluating cross-functional decisions that will enable an organization to achieve its objectives. It is the process of specifying the http://www.answers.com/topic/organization's objectives, developing policies and plans to achieve these objectives, and allocating resources to implement the policies and plans to achieve the organization's objectives. Strategic management, therefore, combines the activities of the various functional areas of a business to achieve organizational objectives. It is the highest level of managerial activity, usually formulated by the http://www.answers.com/topic/board-of-directors and performed by the organization's http://www.answers.com/topic/chief-executive-officer (CEO) and executive http://www.answers.com/topic/team. Strategic management provides overall direction` to the enterprise and is closely related to the field of http://www.answers.com/topic/organizational-studies. courtesy : http://www.answers.com

A Work Breakdown Structure (WBS) is a diagram of the project deliverables in a tree (hierarchical) format. According to the PMBOK, work not defined in the WBS is outside the scope of the project.

Direct Labor: it is the type of labor which is directly related with the manufacturing of product in factory Like people directly working on machines for production of goods.

Indirect Labor: it is the type of labor which is labor in nature but do not directly relate with the production of goods or without which the product can still be made like Supervisor in factory who supervise the workers working on machines to produce any product.

The basic responsibility of managers is to ensure that their respective departments are working properly. Managers will be responsible for the running of the organization.

control

Project Management is more or less of a standardized process for handling projects from inception to completion.

Typically, a project manager works under a functional manager (I believe this is what you mean by traditional management). A functional manager usually has the resources and has more authority than the project manager. In small companies, a functional manager can also be a project manager.

It is the style of writing in which the narrator or the person who is telling the story uses a casual tone of writing. It is not solemn.

Substantive growth is an unusual amount of growth for the company. There are times when substantive growth can be abnormal for an industry as well.

Strategic management is the art and science of formulating, implementing and evaluating cross-functional decisions that will enable an organization to achieve its objectives. It is the process of specifying the organization's objectives, developing policies and plans to achieve these objectives, and allocating resources to implement the policies and plans to achieve the organization's objectives. Strategic management, therefore, combines the activities of the various functional areas of a business to achieve organizational objectives. It is the highest level of managerial activity, usually formulated by the BOD and performed by the organization's CEO and executive team. Strategic management provides overall direction` to the enterprise. "Strategic management is an ongoing process that assesses the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e. regularly] to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment., or a new social, financial, or political environment." (Lamb, 1984)http://www.answers.com/topic/strategic-management?cat=biz-fin#wp-_note-1 Strategic management is a combination of three main processes which are as following: * Performing a situation analysis, self-evaluation and competitor analysis: both internal and external; both micro-environmental and macro-environmental. * Concurrent with this assessment, objectives are set. This involves crafting vision statements (long term view of a possible future), mission statements (the role that the organization gives itself in society), overall corporate objectives (both financial and strategic), strategic business unit objectives (both financial and strategic), and tactical objectives. * These objectives should, in the light of the situation analysis, suggest a strategic plan. The plan provides the details of how to achieve these objectives. This three-step strategy formulation process is sometimes referred to as determining where you are now, determining where you want to go, and then determining how to get there. These three questions are the essence of strategic planning. * Allocation of sufficient resources (financial, personnel, time, technology support) * Establishing a chain of command or some alternative structure (such as cross functional teams) * Assigning responsibility of specific tasks or processes to specific individuals or groups * It also involves managing the process. This includes monitoring results, comparing to benchmarks and best practices, evaluating the efficacy and efficiency of the process, controlling for variances, and making adjustments to the process as necessary. * When implementing specific programs, this involves acquiring the requisite resources, developing the process, training, process testing, documentation, and integration with (and/or conversion from) legacy processes. * Measuring the effectiveness of the organizational strategy.
The strategic management process is quite complex as it entails a number of philosophical approaches to business. This will factor in all the variables that may affect a business and will be used for strategic planning.

The purpose of a two-step buyout is to not scare all of the customers of a business. You also do not want all of your employees leaving all of a sudden.

The difference between strategy and tactics is that strategy defines "what" is to be done but tactics defines the "how". Tactical management is the use of tactics to implement strategy. This is different from traditional management in that in traditional management there is usually one procedure (standard operating procedure) for getting any action done whereas tactical management allows the manager to select appropriate tactics for best achieving the objective.

Here they are (all 9 of them):

* Scope management * Time management * Cost management * HR management * Quality management * Risk management * Communications management * Procurement management * Integration management

One key principle of resource management is the idea that collaboration can increase productivity. Being transparent, supportive, and knowing the strengths and weaknesses of your team are other important principles.

-selection contractor will be competitive open tendering -can get the most competitive price.....value for money governed by market conditions. -guaranteed lump sump price.

Describe the evaluation process for Operational Control Describe the evaluation process for Operational Control

it minimize lead time

The skills which are essential to be a successful marketing manager are as follows:

- Ability to analyze data and come up with information and actionable plans to grow a business

- A solid understanding of execution

- Empathy for the end user of your product.

- Thorough understanding of how your end user requires, searches, compares, purchases, consumes and then finally disposes the goods or services you are trying to market her/him.

- Increase value proposition of offers made to the target customer, which induce him for trial.

There is no standardisation of tasks which can cause in-consistencies in work. As this is a centralised structure, employees are not involved in the decision making process which can be demotivating and frustrating for them. This structure only works in small businesses as the more a business continues to expand the more difficult it becomes to monitor the activities of the business. There is no standardisation of tasks which can cause in-consistencies in work. As this is a centralised structure, employees are not involved in the decision making process which can be demotivating and frustrating for them. This structure only works in small businesses as the more a business continues to expand the more difficult it becomes to monitor the activities of the business.

Activity or PERT Diagrams (or Charts) are mainly used to document the schedule of complex projects visually. The critical path can also be established from the PERT Diagram.

Leadership is a way in which one is able to use their charmis, traits or skills to get this done, whilst management usually get individuals tp perform because of their position within the organization and because they are guided by disciplanry actions that can be used if necessary.
Management is a lot like leadership in a few ways. Both leadership and management have to make big decisions for a group of people.

The term and concept of knowledge management (KM) was arose roughly in 1990. Davenport (1994) defined KM as- "Knowledge management is the process of capturing, distributing, and effectively using knowledge."

Its object is -the best use of knowledge to achieve goals by using multi disciplined approaches.

1. Production orientation: Focuses on maximizing efficiency in production processes and lowering costs to offer affordable products.
2. Sales orientation: Emphasizes aggressive promotion and selling techniques to ensure high sales volume and maximize revenue.
3. Market orientation: Puts customers at the center of decision-making, prioritizing understanding their needs and wants to create products that meet their demands.
4. Societal orientation: Considers not only customers but also the broader societal well-being, incorporating social and ethical considerations into marketing strategies.

An MIS provides the following advantages.

1. It Facilitates planning : MIS improves the quality of plants by providing relevant information for sound decision - making . Due to increase in the size and complexity of organizations, managers have lost personal contact with the scene of operations.

2. In Minimizes information overload : MIS change the larger amount of data in to summarized form and there by avoids the confusion which may arise when managers are flooded with detailed facts.

3. MIS Encourages Decentralization : Decentralization of authority is possibly when there is a system for monitoring operations at lower levels. MIS is successfully used for measuring performance and making necessary change in the organizational plans and procedures.

4. It brings Co ordination : MIS facilities integration of specialized activities by keeping each department aware of the problem and requirements of other departments. It connects all decision centers in the organization .

5. It makes control easier : MIS serves as a link between managerial planning and control. It improves the ability of management to evaluate and improve performance . The used computers has increased the data processing and storage capabilities and reduced the cost .

6. MIS assembles, process , stores , Retrieves , evaluates and Disseminates the information.

The simplest model is a two-sided coin. Try mapping a decision to each side of the coin, then give the coin a light toss. The coin will land on one of its two sides. Thus, choosing one of the decisions.