Ebook Business principles and management (12 edition): Part 2
➤ Gửi thông báo lỗi ⚠️ Báo cáo tài liệu vi phạmNội dung chi tiết: Ebook Business principles and management (12 edition): Part 2
Ebook Business principles and management (12 edition): Part 2
Management ResponsibilitiesCHAPTERS11Management Functions and Decision Making12The Manager as Leader13Planning and Organizing14Implementing andControl Ebook Business principles and management (12 edition): Part 2 llingBusiness is now so complex and difficult, the survival of firms so hazardous in an environment increasingly unpredictable, competitive, and fraught with danger, that their continued existence depends on the day-to-day mobilization of every ounce of intelligence. 5 5Konosuke MatsushitaManagement Ebook Business principles and management (12 edition): Part 2 Functions and Decision Making11.1The Role and Work of Managers11.2Effective Supervision11.3Managing with InformationREALITY CHECKDo I Want to be a MaEbook Business principles and management (12 edition): Part 2
nager?Erik Berman has worked for Frccdcn Web Technologies for five years.It was his first job since graduating from the local community college with aManagement ResponsibilitiesCHAPTERS11Management Functions and Decision Making12The Manager as Leader13Planning and Organizing14Implementing andControl Ebook Business principles and management (12 edition): Part 2 his ability, and he has moved up rapidly from his first job as networking assistant to his current position.Erik is facing an important career decision. At the end of his last six-inonth performance evaluation conference, his manager told him that the supervisor who has responsibility for Erik’s wo Ebook Business principles and management (12 edition): Part 2 rk team and three other teams would be promoted in three weeks. The manager wants Erik to consider applying for the supervisor’s position.The opportunEbook Business principles and management (12 edition): Part 2
ity to move into a management position is exciting. The job would provide a higher salary and status as a manager. At the same time, Erik isn’t sure hManagement ResponsibilitiesCHAPTERS11Management Functions and Decision Making12The Manager as Leader13Planning and Organizing14Implementing andControl Ebook Business principles and management (12 edition): Part 2 oncerns of their own bosses. He is used to working a lot of hours when big projects have to be completed. However, he knows that the company’s supervisors work many extra hours each week to get all of their own work done while solving the problems that seem to come up regularly.Erik really enjoys hi Ebook Business principles and management (12 edition): Part 2 s current work in network systems, and he knows that he won’t do as much of that work as a supervisor. Yet, he isn’t sure if he wants to do technicalEbook Business principles and management (12 edition): Part 2
computer work for the rest of his career. He also knows that he likes working with and helping to train the new employees who arc assigned to his workManagement ResponsibilitiesCHAPTERS11Management Functions and Decision Making12The Manager as Leader13Planning and Organizing14Implementing andControl Ebook Business principles and management (12 edition): Part 2 really doesn't know very much about the supervisor's job, and he’s concerned that he won’t succeed. He already knows he's a good network specialist. Freeden does not provide any specific training for prospective supervisors, and Erik's only preparation was a management course he completed while att Ebook Business principles and management (12 edition): Part 2 ending the community college.Unit 4Goals• Define management and the functions all managers complete.• Differentiate the work of several levels of manaEbook Business principles and management (12 edition): Part 2
gement.Terms•management•planning•organizing•implementing•controllingmanager supervisor executive mid-managerErik’s experience is similar ro that of maManagement ResponsibilitiesCHAPTERS11Management Functions and Decision Making12The Manager as Leader13Planning and Organizing14Implementing andControl Ebook Business principles and management (12 edition): Part 2 y much about the work of managers. If they have worked for effective managers, it may appear that the job is quite easy. On the other hand, employees may have had experiences with poor managers who make their own jobs difficult and cause problems for their subordinates.Moving into Management.Many em Ebook Business principles and management (12 edition): Part 2 ployees believe they would like to be managers and often think they can do a better job than the managers for whom they work. However, when presentedEbook Business principles and management (12 edition): Part 2
with the decision of whether to move into management, they may find that decision difficult to make. If they like the work they do, moving into manageManagement ResponsibilitiesCHAPTERS11Management Functions and Decision Making12The Manager as Leader13Planning and Organizing14Implementing andControl Ebook Business principles and management (12 edition): Part 2 their current job, a move into management can be very risky. What if they are not successful in the management position? It is not likely they will be able to move back into their previous jobs, and, indeed, they may be fired if they do not succeed as a manager.Understanding management and the work Ebook Business principles and management (12 edition): Part 2 of managers will make it easier for employees to choose a management career. If the company helps employees move into management with training prograEbook Business principles and management (12 edition): Part 2
ms, there will be less risk and a greater opportunity for employees to be successful. Some companies are now allowing employees an opportunity to workManagement ResponsibilitiesCHAPTERS11Management Functions and Decision Making12The Manager as Leader13Planning and Organizing14Implementing andControl Ebook Business principles and management (12 edition): Part 2 any decides these new managers arc not performing at the level required, they can reach an agreement to move the employees back into the same type of job they held before.THE CHANGING NATURE OF MANAGEMENTManagers make things happen in business. From the original idea for a business, through accumula Ebook Business principles and management (12 edition): Part 2 ting and determining the best ways to use the resources needed to operate the business, to managing people, managers arc responsible for the success oEbook Business principles and management (12 edition): Part 2
r failure of the company. The decisions managers make dctcr-Management ResponsibilitiesCHAPTERS11Management Functions and Decision Making12The Manager as Leader13Planning and Organizing14Implementing andControlManagement ResponsibilitiesCHAPTERS11Management Functions and Decision Making12The Manager as Leader13Planning and Organizing14Implementing andControlGọi ngay
Chat zalo
Facebook